Enhancing Strategies to Improve Workplace Performance - Walden University

This study explores strategies essential for organizational leaders to improve workplace performance. The study suggests that organizational leaders may increase employee work performance by enhancing strategies that provide a positive assortment of motivational tools and opportunities.

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Enhancing Strategies to Improve Workpla
Performance
Francine Williams Richardson
Walden University
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Walden University
College of Management and Technology
This is to certify that the doctoral study by
Francine Richardson
has been found to be complete and satisfactory in all respects,
and that any and all revisions required by
the review committee have been made.
Review Committee
Dr. Robert Miller, Committee Chairperson, Doctor of Business Administration Faculty
Dr. Ronald McFarland, Committee Member, Doctor of Business Administration Faculty
Dr. Bruce Lazar, University Reviewer, Doctor of Business Administration Faculty
Chief Academic Officer
Eric Riedel, Ph.D.
Walden University
2014

Abstract
Enhancing Strategies to Improve Workplace Performance
by
Francine W. Richardson
MPA, Albany State University, 2009
BS, Albany State University, 2006
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
December 2014

Abstract
When employees become dissatisfied at an organization, they may develop negative
behaviors that impede profits and productivity. The purpose of this single case study was
to explore what strategies are essential for organizational leaders to improve workplace
performance. Maslow’s hierarchy of needs served as the conceptual framework for this
study. Data collection involved face-to-face, semistructured interviews of 20 managers,
floor employees, and clerical staff from a business organization in Southwest Georgia.
Participant selection was based on employees’ tenure of at least 1 year of experience
within the organization. Interviews were transcribed and coded for common patterns and
themes. Five themes emerged: (a) workplace environment, focusing on the level of
flexibility given to employees in the organization; (b) feedback sources in organizations,
centering on measurable standards such as written evaluations and other resources
provided to employees; (c) management relationships, focusing on managers' influence
on the performance of employees; (d) barriers in the workplace, examining internal and
external sources that impede performance; and (e) recruitment/promotion strategies,
centering on the organization's compensation incentives. Study outcomes suggest
organizational leaders may increase employee work performance by enhancing strategies
that provide a positive assortment of motivational tools and opportunities. In addition,
these findings suggest collaborative decision making between management and
employees has a positive relationship with work attitudes and the engagement of
employees. Leaders in organizations may apply these findings to develop an enriched
workplace environment, one that could improve employee retention rates.

Enhancing Strategies to Improve Workplace Performance
by
Francine W. Richardson
MPA, Albany State University, 2009
BS, Albany State University, 2006
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
December 2014

Dedication
To my loving mother, who has given me encouragement and support. To my
children, Devone and Sharletta, who always ensure me I am never too old to accomplish
any goal.

Acknowledgments
I acknowledge my chair, Dr. Robert Miller, who has been an astonishing
inspiration throughout this challenging process. I also acknowledge Dr. Turner and my
committee members, Dr. McFarland, Dr. Fusch, and Dr. Lazar, for the challenging
deliverance of doctoral work. Thank all of you for your professional guidance and
feedback throughout this process.

i
Table of Contents
Section 1: Foundation of the Study ......................................................................................1
Background of the Problem ...........................................................................................1
Problem Statement .........................................................................................................5
Purpose Statement ..........................................................................................................6
Nature of the Study ........................................................................................................7
Research Question .........................................................................................................9
Conceptual Framework ................................................................................................11
Definition of Terms......................................................................................................15
Assumptions, Limitations, and Delimitations ..............................................................15
Assumptions .......................................................................................................... 15
Limitations ............................................................................................................ 16
Delimitations ......................................................................................................... 16
Significance of the Study .............................................................................................17
Contribution to Business Practice ......................................................................... 17
Implications for Social Change ............................................................................. 18
A Review of the Professional and Academic Literature ..............................................20
Development Strategies for Workplace Performance ........................................... 21
Barriers that Influence Workplace Performance ................................................... 31
Groups Impacting Changes in the Workplace ...................................................... 42
Transition and Summary ..............................................................................................49
Section 2: The Project ........................................................................................................51

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Purpose Statement ........................................................................................................51
Role of the Researcher .................................................................................................52
Participants ...................................................................................................................53
Research Method and Design ......................................................................................54
Method .................................................................................................................. 55
Research Design.................................................................................................... 56
Population and Sampling .............................................................................................58
Ethical Research...........................................................................................................60
Data Collection ............................................................................................................61
Instruments ............................................................................................................ 61
Data Collection Technique ................................................................................... 64
Data Organization Techniques .............................................................................. 65
Data Analysis Technique .............................................................................................67
Interview Questions .............................................................................................. 67
Reliability and Validity ................................................................................................71
Reliability .............................................................................................................. 72
Validity ................................................................................................................. 72
Transition and Summary ..............................................................................................74
Section 3: Application to Professional Practice and Implications for Change ..................76
Overview of Study .......................................................................................................76
Presentation of the Findings.........................................................................................78
Theme 1: Workplace Environment ....................................................................... 81

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Theme 2: Feedback Sources in the Organization ................................................. 84
Theme 3: Management Relationships ................................................................... 87
Theme 4: Barriers in the Workplace ..................................................................... 88
Theme 5: Recruitment/Promotion Strategies ........................................................ 89
Applications to Professional Practice ..........................................................................90
Implications for Social Change ....................................................................................91
Recommendations for Action ......................................................................................92
Recommendations for Further Study ...........................................................................95
Reflections ...................................................................................................................96
Summary and Study Conclusions ................................................................................97
References ..........................................................................................................................98
Appendix A: Informed Consent Form .............................................................................124
Appendix B: Certificate of Completion ...........................................................................127
Curriculum Vitae ............................................................................................................ 128

1
Section 1: Foundation of the Study
Employee engagement is paramount in business circles because it brings positive
outcomes for organizations. Jones and Lewis (2011) indicated the relationship of
employees to their organizations materialized through withdrawal behavior or
commitment to the organization. Engaged workers appeared less stressed and more
satisfied in a personal setting. The workers also used less health care, took fewer sick
days, were more productive, and stayed longer with their organizations than their less
engaged counterparts (James, McKechnie, & Swanberg, 2011). Dissatisfied employees
cost American businesses $300 billion a year in lost productivity (James et al., 2011).
Sreedhar (2011) noted the expected transformation of the economic atmosphere
cutting across borders, advances in technology, and the ensuing intense competitive
markets have created enormous pressure on organizational leaders to rethink how they
manage their workforce. The overlapping of different cultures has developed a new class
of people, comprehensive citizens with comprehensive attitudes, tastes, and networks
(Marga, 2010). Murray, Haynes, and Hudson (2010) found the profound differences in
ideologies were an issue, especially when companies often considered engagements as a
management issue rather than a relationship. Organizational leaders should move from
far-reaching notions of conserving nature and fascinations with splendor to a rational
structure provided by the concept of human sustainability (Gibson, 2012).
Background of the Problem
Innovation is a significant driver of the growth, success, and profitability of
organizations and nations. Innovation is not the only driver of growth. Leaders should

2
commit to the recruitment, retention, and strategic support of employees (Agrawal,
2012). Culture in organizations has become a common perception that sets the tone
within an organization (Marga, 2010). A factor that affects the performance of workers is
management's strategy within an organization. The way organizational leaders treat the
employees and the respect shown to employees may set the atmosphere for an entire
shift. Managers with poor attitudes may reduce the employees' performance, and
retention could become a problem for organizations when employees feel disconnected
and leave (Kwon, Chung, Roh, Chadwick, & Lawler, 2012).
Corporate culture is one of the strongest drivers of innovation globally (Tellis,
Prabbu, & Chandy, 2009). Employees want to belong to an organizational culture where
managers and workers understand assigned goals and they have an incentive to achieve
the goals. Leaders should retain qualified talent to sustain in a competitive market
(Kaplan, Wiley, & Maertz, 2011) by maintaining high productivity or goal achievement.
Normal hiring procedures will not be sufficient to keep employees if organizational
leaders have limited opportunities for advancement (Stewart, Volpone, Avery, & McKay,
2011).
Attitudes, behaviors, and communication issues produce cultural dissimilarities
(Holmes, 2010). Kochanowski (2011) asserted leaders might develop retention
challenges if they do not have good retention strategies. These strategies allow managers
to reduce turnover and retention costs (Chen, Wang, & Chu, 2010), but few
organizational leaders have strategies in place (Armstrong-Stassen & Ursel, 2009).
Without comprehensive strategies in place, misunderstandings continue to occur among

3
people susceptible to change in organizations due to different values, beliefs, and
backgrounds (Holmes, 2010). Holmes (2010) also noted these destructive acts reflect
spoken behavioral indignities that employees experience from other employees. People
with negative behaviors can embarrass other employees and affect work performance of
others (Holmes, 2010), causing organizations lost profits and lost productivity. Gberevbie
(2010) observed the connection between employee retention strategies and performance
and determined improper retention strategies could have adverse effects on an
organization’s profits.
Baek-Kyoo and Park (2010) reasoned that interaction is a key factor to a high-
performance work group's success because employees keep each other informed and
work collaboratively. Employee involvement practices significantly reduce negative
relationships between voluntary turnover and workplace performance (Kwon et al.,
2012), especially for minority employees who tend to have a higher turnover rate.
Despite organizational efforts to decrease employee turnover, retention costs persist
(Iqbal, 2010). Organizational leaders may want to examine strategies such as life
programs, training, and other incentives to retain employees. JetBlue incorporated a
retention strategy to provide training to employees, which encouraged employee decision
making (Wegner, 2011). Aaron (2011) examined recruiting and retention practices for
registered nurses in long-term care facilities and found the short span of training
programs, low wages, regulations, and lack of support contributed to employee turnover.
Wegner (2011) asserted successful leaders should engage, motivate, and retain
outstanding employees while simultaneously controlling costs. Compared to conventional

4
benefits options, innovative benefits such as flexible schedules or insurance benefits can
provide increased value to workers at smaller costs to the employer (Wegner, 2011).
Wegner also noted providing employees with training and resources to perform a job
increases employee morale and motivation. Employee involvement has optimistic
outcomes for both employees and organizations because these practices motivate
workers. Reinforced practices build workers’ skills and provide authority to make
decisions (Yang & Konrad, 2011). Baer (2012) stated the relation between creativity and
implementation regulates individuals' motivation to put their ideas into practice and their
ability to achieve strong relationships within an organization.
Cui and O'Connor (2012) stated there have been a large number of studies on
global culture completed recently. Globalization and offshore outsourcing have led
today's business leaders to internationalize activities; therefore, skilled performance has
become a serious issue in managing the current workplaces (Karjalainen, 2010). It is
important for managers to consider this issue by utilizing the potential capabilities of a
multicultural workforce to achieve organizational success (Sultana, Rashid, Mohiuddin,
& Huda, 2013). Karjalainen (2010) revealed globalization has affected and changed
functions of organizations. The ability to create or give the impression of globalization
comes from ethical behavior (Youngs & Widdows, 2009).
Oerlemans and Peters (2010) noted global changes in cultures affect the global
business environment. A high-performing workplace can enhance internal organizational
structure and work processes to suit the changing business landscape. Leaders in
organizations should consider retention strategies to improve employee dedication and

5
reduce stress to decrease turnover rates (Rekha & Kamalanabhan, 2010). Leaders are
confronting changes in the workforce due to market preferences, regulations and policies,
and demographic existences (Oerlemans & Peters, 2010). Employers exert influence over
the dedication and commitment of employees through tracking sources (Brown,
McHardy, McNabb, & Taylor, 2011).
Supervisors and managers are using employee-tracking tools because significant
portions of organizational profits correlate with employee performance and retention
(Van De Voorde, Paauwe, & Van Veldhoven, 2010). Crisp and Turner (2011) noted that
diversity is a defining characteristic of modern society. Munda (2011) noted positively
managing workplace programs leads to dedicated and healthier performing employees
who promote demographic interactions and appreciation of cultures. Leaders who want to
hire and enrich people to become influential leaders need to learn how to select people
who have core business competencies (Muna, 2011).
Problem Statement
Avery, Volpone, McKay, King, and Wilson (2011) noted tardiness and
absenteeism of full-time employees resulted in productivity losses costing organizations
between $200 to $700 per employee missed workday. Organizations lose an average of
$47,000 when replacing each employee with 2 years tenure or more, and approximately
$9,000 per year replacing each first-year employee (Avery et al., 2011). An
organization’s culture and overall financial performance have the potential to influence
employees to stay or leave an organization (Beheshtifar & Nazarian, 2013). People learn
by focusing attention on role models to determine appropriate behaviors and attitudes.

6
Individuals want to affiliate with members of similar cultures (Kaplan et al., 2011).
Retention of employees can be an expensive challenge for organizations when
individuals feel isolated (Beheshtifar & Nazarian, 2013). Beheshtifar and Nazarian
(2013) noted employees who do not feel connected exhibited dissatisfaction through
withdrawal behaviors such as a reduction in productivity, absenteeism, low employee
morale, and high turnover rates. The general business problem in this study was that
employee withdrawal behaviors can hinder an organization's profits and productivity. The
specific business problem was that some organizational leaders lack strategies to improve
workplace performance.
Purpose Statement
The purpose of this qualitative single case study was to determine what strategies
are essential for organizational leaders to improve workplace performance. The research
design for this study consisted of semistructured, face-to-face interviews and case study
using archival documents. Semistructured interviews are open and provide new ideas
during the interview because of an interviewee's comments (Marshall & Rossman, 2011).
Twenty managers, floor employees, and clerical staff from a business organization
located in Southwest Georgia participated in the interviews.
The rationale for using a case study was to maintain the holistic and relevant traits
of real-life events such as organizational processes (Yin, 2009). Neuman (2011) noted the
case study method has significant merits, including conceptual validity, the ability to
trace processes, calibration, and holistic elaboration. The findings of this study might
affect business practices as well as provide strategy recommendations in regards to

7
performance in the workplace. The findings may also contribute to the effectiveness of a
knowledgeable and flexible workforce.
Nature of the Study
The qualitative research method is a method for exploring and understanding the
implication individuals or groups attribute to a social problem. This method allows
insight into attitudes, value systems, cultures, and lifestyles by exploring issues and
harvesting information from case studies (Marshall & Rossman, 2011). Management's
role is to eliminate challenges such as communication breakdowns and hostilities that
arise from working in highly heterogeneous environments (Choi & Rainey, 2010).
Qualitative researchers do not set radical social policies. People who exhibit such
behaviors can benefit from observations by researchers completing qualitative studies
(Stake, 2010). Workplace performance is a serious issue for modern organizational
management. Concomitantly, managing employee performance deserves greater
prominence in public, private, and nonprofit organizations (Choi & Rainey, 2010).
According to Marshall and Rossman (2011), scholars consider three research
methods when completing qualitative studies and use quantitative research to analyze
tangible theories by examining the relationship among variables. Individuals using the
quantitative method employ tested data in a realistic procedure, but it can be difficult
without some basic information (Stake, 2010). Mixed method research combines
qualitative and quantitative procedures and draws from the strengths of a qualitative or
quantitative research methodology (Tashakkori & Teddlie, 2010). Byrman, Becker, and
Sempik (2008) noted mixed method research is a combination of quantitative and

8
qualitative research criteria and uses different principles for quantitative and qualitative
components. It was not feasible to assess the quantitative or the mixed research method
for this study because neither would allow me to achieve optimal information on the
research topic.
Research designs consist of general assumptions to specific methods of data
collection (Stake, 2010). Within the qualitative research method, there are five types of
qualitative research designs (Tashakkori & Teddlie, 2010). The research designs are
narrative, phenomenology, grounded theory, ethnography, and case studies (Stake, 2010).
Ethnography is a qualitative design in which a researcher describes and interprets shared
and learned language, behaviors, and beliefs of a culture-sharing group (Stake, 2010).
This research involves observation over time and can be helpful during initial research
(Stake, 2010), but this research is time consuming.
Grounded theory is a systematic methodology of inquiry involving the collecting,
analyzing, and numerous data collection techniques over a long period (Hutchison,
Johnston, & Breckon, 2010). Grounded theory analysis is helpful when a process, action,
or interactions form the opinions of a significant number of participants (Stake, 2010).
Narrative research is challenging because the researcher obtains detailed information
about the participant, which could lead to issues in collecting and analyzing data.
Phenomenological research involves streamlined data collection as the participants have
experienced the phenomenon (Stake, 2010). The goal was to complete qualitative
research through case study using archival data and interviews.

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Research Question
The purpose of this qualitative explorative single case study was to discover what
strategies organizational leaders need to motivate workplace performance in business
organizations. Bloomberg and Volpe (2012) recommended the use of a fundamental
question that encompasses the entire research design. The following was the central
question for this study: What strategies are essential for organizational leaders to improve
workplace performance?
High-retention organizations spend inordinate amounts of resources on recruiting
and replacing employees. Individuals leave organizations for different reasons.
Significant areas that motivate people to leave employment positions are an unsuccessful
fit with the organizational climate and culture, an uncomfortable connection between the
individual and coworkers, or a pitiable alignment between performance and salary.
Another reason is limited opportunities for advancement (Buttner, Lowe, & Billings-
Harris, 2010). Employee retention commences by paying attention to what causes
inadequate job satisfaction as well as what attracts, motivates, and retains workforces.
Money and benefits may entice employees through the front door, but inadequate work
conditions force employees out the back (Avery et al., 2011).
Fusch and Gillespie (2012) noted organizational leaders are striving to improve
workplace performance. However, training is not always a preeminent solution, which is
why organizations have begun to focus on result-based interventions linked to the
organization's strategic and operational plans (Fusch & Gillespie, 2012). To assist with
understanding performance issues, I asked the following interview questions:

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Specific interview questions for managers:
1. How do managers quantify performance in the organization?
2. What determines the achievement of performance requirements?
Questions 1 and 2 assisted me in determining what kind of system
organizational leaders' use for job performance.
3. How do you perceive the current training within the organization?
This question allowed me to observe the level of training provided to
supervisors/management to assist them in understanding how to manage
employees.
4. What materials or tools are available to enhance learning and performance?
This question allowed me to observe how leaders in the organization
encourage learning and team development.
5. What obstacles/barriers do you think hinder employees' performance levels in
the organization?
This question helped me to understand performance issues addressed by
leaders.
Specific interview questions for employees:
1. What is the working environment like in your organization?
This question allowed me to analyze the organization's environment for
employees.
2. How is performance determined in your organization?
This question assisted me with determining how management responds to

11
employees.
3. What tools/materials might help you with understanding performance
requirements?
This question allowed me to observe the level of understanding employees
have about their performance requirements.
4. What are some barriers that impede work performance in the organization?
This question helped me to understand performance issues addressed by
management.
5. What recruitment/promotion strategies exist in the organization?
This question allowed me to observe the existing strategies in the
organization.
Conceptual Framework
The conceptual framework in this qualitative research provided a basis for
understanding employees’ job satisfaction factors and motivators and examining the
factors in relation to workplace performance. Understanding the factors that affect job
satisfaction and job dissatisfaction are essential parts of successful organizations and may
lead to retaining employees (Iqbal, 2010). Ashraf and Joarder (2010) asserted
competencies are behaviors that comprise the knowledge and skills required for
successful performance. These competencies aligned with business objectives help
strengthen an organization's success.
Fritz, O'Neil, Popp, Williams, and Arnett (2013) reasoned stimuli prompts
behaviors that then result in responses followed by reinforcing consequences. The reward

12
or punishment cost of these consequences increases or decreases the likelihood of future
repetition of this behavior. Greene and Kirton (2011) suggested that when employees did
not understand the culture of an organization it influenced performance and retention.
Improving the work environment and participation by employers with the well-being of
employees might lead to a decrease in turnover (Lambert & Paoline, 2010). For example,
when organizations’ managers do not establish a strong relationship with employees,
turnover rates can increase. Shin, Taylor, and Seo (2012) found employees who dedicated
themselves to their jobs did not intend to leave. When employees are not happy with the
income they make or a role in the organization, turnover increases (Nyberg, 2010).
Westover and Taylor (2010) found job satisfaction increases productivity,
although employment relations affect job satisfaction. Organizational leaders manage
employee retention differently, depending on the effect of retention on finances. Galletta,
Portoghese, and Battistelli (2011) asserted that an increase in employee turnover affects
motivation within an organization. Gilbert (2007) provided a model for human
competence. Gilbert noted two elements influenced performance in the workplace:
employee behavior and environmental concerns. In the model, environmental concerns
for improvement are above the horizontal line, and employee behavior opportunities for
improvement are below the line. Gilbert also addressed three subcategories for
environmental support and employee behavior: information, motivation, and
instrumentation. Information in the hard field of management relates to the information
and communication available to the employee to improve performance. Information in
the soft area of management relates to an employee’s knowledge and expertise (Gilbert

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2007).
Binder (1998) added to Gilbert’s work by developing the six boxes approach to
human performance. Boxes 1 through 3 illustrate the hard area of management and Boxes
4 through 6 reveal the soft area of management. Binder suggested that if the first five
boxes undergo development, Box 6 will reflect motivation. If the first five boxes
experience no motivation, Box 6 reflects problems. Worker behavior represents Box 6
and is essential to workplace performance.
The Herzberg (1959) motivation hygiene theory, or two-factor theory, depicts
variables that affect job satisfaction, job dissatisfaction, employee turnover, and retention.
Herzberg collected data by interviewing accountants and engineers to understand
employee motivators and what motivators gave employees satisfaction with jobs.
Personal growth and self-achievement were employee motivation drivers. Factors that led
to employee dissatisfaction were work-related relationships, work conditions, and pay
(Herzberg, 1959). Galletta, Portoghese, and Battistelli (2011) asserted that an increase in
employee turnover affects motivation and the organization. Employee motivation
increases when employees are happy with job positions (Ashraf & Joarder, 2010). As
employees develop a positive work-related attitude, they become satisfied with the work
environment. However, motivation decreases when employees develop negative attitudes
about the job. Job dissatisfaction and lack of motivation then lead to employee turnover
(Ashraf & Joarder, 2010).
De Brouwer (2009) discussed Maslow's job performance model of motivation and
stated that motivation did inspire performance on the job. De Brouwer noted two

14
categories influence motivation: individual inputs and job conditions. Individual inputs
are the contributions individuals bring to the organization such as goals, work ethics, and
job knowledge. Job context is what the job offers to the individual in relation to
motivations such as the physical environment, supervisory support, and reward systems
(De Brouwer, 2009). Maslow (1943) noted his theory was a general framework
explaining how individuals demonstrate basic levels of needs.
Brown et al. (2011) noted factors that affect employee engagement and reliability
include age and gender, while workplace level characteristics of importance included
human resource policies. Employee engagement and dedication are key features in high-
performance workplaces. Strong commitment to an organization develops because
employees impart values with both the organization and employees. Employee
participation, which includes participation in collaborative decision making, has a
positive relationship with practical work attitudes and employee engagement (Brown et
al., 2011).
According to Cocchiara, Connerley, and Bell (2010), American companies with
more than 100 employees cited leadership development, including leadership training, as
a top priority. Training is essential in every business to achieve the best performance
from all employees. Ambiguous principles for career development opportunities increase
the retention problem in organizations (Kochanowski, 2011). Cocchiara et al. (2010)
stated American businesses spend approximately $200 million to $300 million a year on
training. Once a leader has determined that training is the correct approach to achieve
management goals, the next step is to create training goals.

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Definition of Terms
The following are terms used throughout the study for purposes of the research:
Barriers: Procedures or practices that limit employment opportunities for
individuals (Yang & Konrad, 2011).
Culture: Accepted behavioral patterns within the confines of specific groups as
guided by a pattern of shared learned beliefs, traditions, and principles (Ardichvili,
Mitchell, & Jondle, 2009).
Workplace performance: The abilities and performance of individuals connected
with an organization (Hunter & Thatcher, 2007).
Assumptions, Limitations, and Delimitations
Assumptions are events or things that are not visible or testable, and may be out
of the researcher's control (Neuman, 2011). Limitations are inherent weaknesses in a
study such as time. A study conducted over time is a snapshot subject to conditions
occurring during that time.
The delimitations are the characteristics that limit the scope and define the
boundaries of the study. The delimitations are in a researcher's control (Yin, 2009).
Delimiting factors included the option of objectives, research questions, and theoretical
perspectives. The delimitations section of the study clarified the criteria of participants in
the study, the geographic region for the study, and the organization involved (Neuman,
2011).
Assumptions
An assumption in completing this study was it would contribute to the

16
effectiveness of a knowledgeable and flexible workforce. Increasing workplace
performance appears to be a firm response to assisting with organizations’ business
needs. Organizational commitment links to work outcomes such as workplace
performance and absenteeism (Hunter & Thatcher, 2007). Hunter and Thatcher (2007)
also noted commitment influenced workplace performance through recognition and
internalization. Committed individuals connect with an organization and assume the
attitudes and behaviors endorsed to establish a satisfying, self-defining connection with
it. Further, they actively embrace the values and goals of the organization and exert effort
toward these goals (Hunter & Thatcher, 2007). Employee participation has a positive
outcome shown by positive work attitudes and employee commitment (Brown et al.,
2011). Another assumption was respondents would share information ethically and
without restraint.
Limitations
Limitations in completing the study included the travel time and the ability to
obtain an interview return rate of 100% in the study. The research focused on workplace
performance in organizations located in Southwest Georgia. Therefore, the peripheries
surrounding conditions limited the application of the results. Another limitation pertained
to examining specific aspects of poor workplace performance rather than all components
of performance and providing credible findings. The conclusion of the case study should
indicate credible or contradictory findings (Yin, 2009).
Delimitations
I acquired the majority of the data from interviews and a case study. Yin (2011)

17
implied an interview acquires minimal additional information after 20 interviews. I
analyzed data from one organization in Southwest Georgia using a sample size of 20
participants. I also conducted interviews utilizing identical questions submitted to the
participants.
Significance of the Study
Over the years, policy analysts and researchers have continually offered
recommendations to the public and private sector to consider preparing the workplace for
strategic initiatives from business leaders and all levels of government (Riccucci, 2009).
The study may provide recommendations to the corporate world reflecting the successful
advancement of leaders more knowledgeable and responsive to the various barriers of
workplace performance.
Contribution to Business Practice
Managing the performance of the workforce is a strategic necessity, but
challenges exist, and organizational success requires strategic management. Individuals
familiar with organizational changes are confident and likely to accept the changes.
Confident people are more likely to find organizational changes as an exciting challenge
rather than an unpleasant burden (Yukl, George, & Jones, 2010). Individuals associated
with strategic initiatives use different forms of influence to reduce the uncertainties that
limit initiative performance (Lechner, 2012). If they are not familiar with proposed
changes, typical responses such as anxiety and stress become a serious challenge for an
organization. Slater and Yan-de-Soriano (2010) presented an overview of studies on
cross-cultural consumer behavior and marketing research because issues have become

18
more difficult due to challenges associated with a changing global environment.
In a study by Hunter and Thatcher (2007), the authors suggested that more
experienced employees excelled higher than employees new to the workplace because of
their accumulated skills in the position. Tenure in position can be associated with
performance because experience provides the means for learning. Experience has a
bigger impact on performance when workers have relatively short tenure and are still
learning how to perform jobs; the positive relationship between experience and
performance typically declines as workers gain experience. Managing any workforce
encompasses recognizing people from all backgrounds as valued members. From another
perspective, Dovidio, Saguy, and Gaertner (2010) suggested various adverse effects of
group differences weaken when people conceive of themselves as belonging to a distinct
and common unit.
Implications for Social Change
In a study completed by Carroll and Shabana (2010), the authors explored
traditional arguments made both for and against the view of leaders assuming any
accountability to society beyond profit seeking and maximizing its financial wellbeing.
The alignment of strategy, structure, and management systems is beneficial for
organizations in both coordinating activities and motivating employees (Epstein, 2009).
Strategy relates to making successful choices, and successes in organizational social
responsibility are no different. American organizations are competing with companies
globally and should have the personnel equipped and prepared to work with others. Ray
and Sethi (2010) noted educational institutions have veered towards criteria that meet

19
goals without being contingent on applicant identity but abilities.
Organizational leaders might utilize international teams to meet customer
demands. These are individuals from different demographic backgrounds who work
together to achieve the organization's goals (Berg & Holtbrugge, 2010). Yang and
Konrad (2011) stated various groups engaged in organizational decision making have the
potential for positive influence than similar groups because of the depth of the resources
at their disposal during the innovation process. Harrison and Humphrey (2010) stated
comprehensive reviews have determined the findings did not provide a clear consensus
related to the performance effects of work teams.
Shin, Kim, Lee, and Bian (2012) tested the conditions under which cognitive
work teams positively related to team initiative. Results from the study indicated a team
member's creativity determined the relationship between cognitive team uniformity and
individual initiative. Organizational leaders have begun to recognize that diverse teams
have the ability to deliver products to market before other competitors. Trust is an
essential element within a virtual diverse environment. The reason trust is beneficial is
due in part to the lack of face-to-face interaction (Olsen & Olson, 2012).
Dijk, Engen, and Paauwe (2012) focused on the debate on managing teams and
organizations between equality and business case scholars. The core assertion was from
an ethical reading when equality and business case perspectives appear wedged. The
ability to manage teams is challenging. Having a diverse team can lead to mixed feelings
(Haas, 2010).

20
A Review of the Professional and Academic Literature
A review of the literature related to workplace performance and the strategies
central to organizational leaders. This review involved the exploration of information
pertaining to the research question: What strategies are essential for organizational
leaders to improve workplace performance? I searched numerous sources including 149
peer-reviewed articles and publications relevant to the research topic and 25 books and
articles. The databases used in the literature search include Google Scholar, ProQuest,
Emerald Management Journals, Management & Organization Studies, and government
websites and databases. Key search terms were case study, workplace performance,
cultural diversity, organizational demography, shared values, and qualitative research.
I addressed three components of workplace performance that may influence the
strategic decisions of leaders. The components were (a) development strategies for
workplace performance, (b) barriers that influence workplace performance, and (c)
groups influencing changes in the workplace. A literature review is a vital area of study
because it highlights other studies conducted in similar areas along with a description of
the gaps the literature reveals (Marshall & Rossman, 2011). In this study, I used the job
performance model of motivation to explain how motivation influences job behaviors and
performance. Maslow’s theory addressed individuals' desire for achievement in the
workplace (De Brouwer, 2009). According to the model, two categories stimulate
motivation: individual inputs and job conditions. Individual inputs are what individuals
introduce such as work ethic, goals, and job knowledge. Job context is what

21
organizational leaders offer to the individual in relation to motivations such as the
physical environment, supervisory support and reward systems (De Brouwer, 2009).
Gilbert (1978) studied the human competency model. Gilbert stated that behavior
is the result of the personal characteristics of an individual and the environment where
behaviors occur. Six conditions of behavior discussed by Gilbert were data, instruments,
incentives, knowledge, capacity, and motives. All six conditions of behavior were equally
effective and should be present for performance to occur. Organizational leaders should
develop core competency needs such as skills, knowledge, and abilities necessary for
employees to deliver business results (Ferris, Lian, Brown, Pang, & Keeping, 2010). It is
through these motivators managers may develop strategies to improve enthusiasm in the
workforce.
Development Strategies for Workplace Performance
Strategic planning is the process of reviewing, and ensuring tactics link up to
corporate goals and strategies (Fairholm, 2009). Strategic planning involves choosing
how to respond to incidents, following a process of structure, and choosing priorities.
Leaders should decide where the organization’s existing viewpoint is and what the
organization’s goals are before implementing action plans (Bordum, 2010). Bordum
(2010) noted the alignment of strategy, structure, and management systems is essential
for organizations in both coordinating activities and motivating employees. Strategic
planning provides leaders with a way to determine adaptive contingencies required to
exploit opportunities and challenges (Bordum, 2010). Strategic planning is also a way of
directing leaders in a changing economic environment. The entire process includes vision

22
and mission, an exhaustive review of the internal and external contextual environment,
strategy development, and implementation of specific, measurable plans (May, 2010).
Hamrouni and Akkari (2012) noted failure to adapt adequately to the environment and
external factors could cause businesses to fail.
Strategic thinking is the process of reviewing and ensuring value and enthusiasm
throughout the organization, allowing established goals and tactics to meet the needs of
organizational leaders (Fairholm, 2009). Wooton and Horne (2010) asserted managers
who understand the criticality of strategic implementation may optimize strategically
minded marketing efforts. Without strategies, retention challenges create different
barriers preventing organizational leaders from reducing turnover rates and retain
valuable employees (Stewart, Volpone, Avery, & McKay, 2011).
Although retention strategies reduce turnover and retention costs, few leaders in
organizations have retention strategies in place (Armstrong-Stassen & Ursel, 2009). If
strategies are in place, few organization strategies come from strong theories (Dagger &
O’Brien, 2010). Despite the organizational efforts to reduce employee turnover, retention
costs continue to grow (Iqbal, 2010). Leaders may use downsizing to change
management strategy or to redesign the organization. Ballinger, Craig, Cross, and Gray
(2011) suggested an increase in employee turnover in the organization could have a
significant negative impact on performance. Gberevbie (2010) examined the relationship
between employee retention strategies and performance and concluded improper
retention strategies can have negative consequences on the organization’s bottom line.
Organizational leaders experience higher turnover rates when there are unsuitable

23
retention strategies (Mohlala, Goldman, & Goosen, 2012), and inappropriate strategies
can lead to a decrease in performance (Gberevbie, 2010).
Rekha and Kamalanabhan (2010) examined the relationship between employee
internal and external work environment in information technology enabled services and
business process outsourcing organizations and employee turnover. The focus of the
qualitative study was to determine if commitment resolved the relationship amongst job
satisfaction, organizational commitment, stress, and employee turnover intentions.
Although there were significant differences among employees, some of the employees
showed a lack of commitment to jobs and claimed stress was a work factor.
Organizational leaders should create retention strategies to improve employee loyalty and
reduce stress to keep turnover down (Rekha & Kamalanabhan, 2010).
Akintayo (2010) investigated the effect of emotional intelligence on the work
family role conflict and employee retention in private organizations in Nigeria. Using a
descriptive research design, Akintayo surveyed 321 participants by means of a purposive
sampling technique. The qualitative method used in Akintayo’s study included surveys to
understand the attributes that correspond to work family involvement and withdrawal
intentions. Iqbal (2010) studied the causes and effects of employee turnover in Saudi
Arabia. The forecasters of voluntary turnover included job dissatisfaction, poor
performance appraisals, lack of communication, and lack of career development and
income. Sustainability should be an inspirational component of corporate strategy, and
the United States is leading the way by promoting sustainability throughout
organizational operations.

24
Individuals seek cognitive stability or balance between attitudes and behaviors
(Ferris et al., 2010). Individuals with high morale are motivated to do well in the
workplace and maintain cognitive consistency with high evaluations. High morale
provides a barrier against role stressors that impede workplace motivation and
performance. Organizational leaders may desire to influence employee confidence levels
and contingencies directly through strategic planning. With respect to increasing self-
esteem levels, different theoretical perspectives converge on the notion that to increase
employee confidence levels leaders should provide employees with an environment that
supports a sense of competence and belonging.
Yukl, George, and Jones (2010) noted organizational culture is the set of mutual
values, beliefs, and norms that influence the way employees think, feel, and behave
toward each other. Organizational culture can make change transformation easier or
harder, which is why at times someone new is less accepted (Laroche, 2011). Significant
transformation creates issues, and resistance may hinder or destroy an organization’s
success. Peoples’ perceptions and assumptions cause them to view others differently.
Both are noteworthy because decisions and behaviors influence how people relate and
make sense of others. When people do not understand events occurring around them,
resistance is oftentimes the result (Perryer, Jordan, Firns, & Travaglione, 2010).
Resistance to change can delay, hinder, or even destroy an organization’s success (Yukl
et al., 2010).
Robertson and Geiger (2011) stated cultures familiar with proposed changes are
more willing to accept and initiate change because they are familiar and become

25
confident with the changes. Confident people are more likely to consider a change as an
exciting challenge rather than a burden. If people are not familiar with changes, then
natural responses such as fear and anxiety become a significant challenge for an
organization. Resistance alters strategic thinking.
Developing strategies to influence, inspire, and motivate others to perform at high
levels in the work environment enables a leader to harness the best talent and capabilities
of others (Bordum, 2010). Yukl et al., 2010 noted management and employees coexist
with one another and either can enhance or prevent the success of an organization.
Employees who perceive supportive relationships with managers and leaders have
favorable attitudes and engage in constructive secondary role behaviors that support the
accomplishments of the managers. The behavior of employers and those under their
guidance is different in favorable relationships as subordinate satisfaction, commitment,
and performance are usually higher when the connection is favorable (Yukl et al., 2010).
The study completed by Tatli (2011) reiterated the twofold role of conflict in
drawing the confines of the management field. Management initiatives involve
embodying all employees. Efficient operations of leadership in organizations may gain
competitive advantage and strengthen strategic advantage. In a study by Robertson and
Geiger, (2011), the authors mentioned the potential for employers to understand their
employees are critical to leaders. Employees bring unique knowledge and perspectives on
organizational functioning in regards to how organizations make decisions, how leaders
achieve goals, and the motivation of employees (Cocchiara et al., 2010).
Yang and Konrad (2011) established that employer engagement practices have

26
positive outcomes for employees and organizational leaders because these practices
empower workers. The inspiration experienced by employees in organizations utilizing
high involvement customs results in innovation. It engages employees in the idea
generation and elaboration system to influence organizational learning. These practices
allow employees to participate in making decisions and share new ideas. Employee
participation in collaborative behaviors increases the likelihood that a workforce
comprised of a variety of groups produces a variety of ideas as well as implement those
ideas (Yang & Konrad, 2011).
Leaders who encourage high quality relationships among employees in the
workplace assist in developing trust, respect, and a willingness to share information,
resources, and perspectives (Phillips, Rothbard, & Dumas, 2009). Leadership is a
prominent element of an organization’s culture. Leaders who create and sustain a culture
in organizations represent interconnect and role model high standards and maintain
relationships within and outside the organization. An ethical culture relates to a system
that provides equally distributed authority and shared responsibility. Ethical cultures have
policies such as ethical codes of conduct that are clear, well communicated, and are
specific about expected procedures and practices (Ardichvili et al., 2009).
Theoretical perspectives show support from organizational leadership positively
influences self-esteem levels (Ferris et al., 2010). For instance, increasing responses to
employees and the contact of the workforce with customers and fellow employees, can
promote feelings of relatedness. In favorable work environments, organizational leaders
understand feedback occurs through open communication between management and

27
employees. Knowing an employee by name and giving recognition to people in an
organization can build trust and give employees a sense of belonging to the organization.
Similarly, providing employees with the freedom to plan work hours, make decisions, or
choose how to complete work may affect the sense of autonomy (Ferris et al., 2010).
Improving self-esteem levels would have other beneficial outcomes apart from self-
esteem's interaction with performance. Evidence that higher self-esteem leads to
established positive attitudes, suggesting that high morale simultaneously promotes
employee satisfaction and wellbeing (Ferris et al., 2010).
The environment may be set for resolution if employers convey the sense of
urgency that employee performance is a primary goal for organization sustainability
(Perez-Batres, Miller, Pisani, Henriques, & Renau-Sepulveda, 2012). Both management
and social aspects of sustainability deserve attention because society needs a sense of the
community as well as a commitment. The existence of social capital is essential for the
livability of society (Bijl, 2011).
An organization’s success involves acceptance as well as an action plan.
Organizational leaders should recognize that strategy implementation is extremely
difficult, and they cannot diminish challenges. Executing the strategy is just as difficult as
creating the right strategy (Speculand, 2011). For instance, unrealistically high
confidence might drive individuals overly sensitive to or unwilling to pay heed to
negative feedback (Ferris et al., 2010). Such individuals may show egotistical and
narcissistic behavioral patterns. To avoid such a situation, individuals should not provide
unconditional positive regard to foster self-esteem levels, but rather accomplishments

28
should form the basis of one’s self esteem level (Ferris et al., 2010).
Sustainability relates to new ways of working to accomplish improved outcomes
and different dimensions promote sustainability in organizations. One of the key elements
is adaptability. How leaders choose to strengthen and promote adaptability is a crucial
factor to success. Organizational leaders should provide continual opportunities for
personal growth for employees. Developing knowledge and training programs that
inform employees about changes and why they are occurring is essential to the success of
the organization.
Having people who are willing to take on additional tasks in the organization is
vital as leaders learn to collaborate with colleagues across the organization. The success
of the organization can depend upon leaders and followers’ ability to become committed
partners (Speculand, 2011).
Leaders should ensure corporate initiatives are successful by recognizing core
business objectives, and being clear about where change needs to happen (Cocchiara et
al., 2010). Mantere, Schildt, and Silliance (2012) noted that changes within organizations
may seem simple, but that is not the case in some instances because strategic changes
represent a fundamental organizational change that creates a shift in business as usual.
Change is not always welcome and can create serious problems for management.
Strategic management is a theory of how entities should happen without a time limit.
In a study by Talke, Salomo, and Kock (2011), the authors suggested that an
organization’s strategic innovation was crucial for an organization’s innovativeness and
performance. Mantere et al. (2012) noted employees might be fuel providing energy or

29
roadblocks creating hurdles for the efforts of a leader. Another element considered is the
social environment. As the global environment continually adapts to change, individual
characteristics and behaviors of people in high-level leadership positions matter in
determining the extent to which socially responsible practices of an organization exist.
Employees are making career choices based on the organization’s reputation in
corporate responsibility (Martin-Alcazar, Romero-Fernandez, & Sanchez-Gardey, 2012).
The role of corporate social responsibility is critical to ensuring the organization’s ethical
standards, and norms encourage a constructive impact in the community (Tienne, &
Mallette, 2012). Baxter International Inc. (Baxter) is a worldwide healthcare organization
located in Deerfield, IL. Baxter supports efforts toward environmental/sustainability
performance and reporting each year. The company defines sustainability as a long-term
means that includes social, economic, and environmental responsibilities among business
priorities. Baxter has numerous awards and accolades for efforts in sustainability
(Dhanda, 2013). Awino (2013) noted studies have found characteristics of leadership
impact the performance of organizations while others have found they do not.
Miller and del Charmen Triana (2009) noted accountability to a larger community
by boards constituted acceptable organizational behavior to achieve uniformity. Success
in organizations begins with internalizing awareness of positive organizational
performance as mandatory rather than an option. Innovation oriented cultures contribute
to product innovation and have significant impacts on the organization’s growth and
performance (Tienne, & Mallette, 2012). Historically, limitations of opportunities for
group interaction in the workplace have occurred through biases and hostility (Massey &

30
Sanchez, 2010).
A significant amount of literature on workplace threats exists, and training in
academic and business settings has established goals of assisting people to learn
awareness, attitudes, and skills. The centrality of individual rather than organization
factors means downplaying principal workplace threats, making it less likely those
employers will initiate structural remedies needed for any changes (Hart, 2010).
The automatic activation of categorizing people can pose a barrier to the
consciousness of people’s qualifications and achievements (Yang & Konrad, 2011).
Buttner, Lowe, and Billings-Harris (2010) explored the relationship between
psychological contract violations related to professional employee outcomes. The authors
discovered perceptions of infringement leads to lower organizational commitment and
higher turnover rates. Buttner, Lowe, and Billings-Harris (2012) examined the effect of
climate dimensions and organizational commitment and turnover intentions. Results from
the study indicated each predicted unique variance in employee outcomes and dedication
related to turnover intentions. Torchia, Calabrò, and Huse (2011) observed a discrepancy
between commitments to the workplace at corporations and policies directed at
encouraging career development of employees.
In a study by Dobbin and Kaley (2011), the authors focused on how programs
serve as alternatives. When external pressure already exists, escalations in internal
support will not alter the likelihood of program adoption. Acar (2010) found the theory
that studies on group uniformity are cross-sectional. The study established an empirical
basis for intergroup relations research as groups mature. The results revealed that shared

31
leadership moderated the relationship between uniformity and emotional conflict (Acar,
2010).
In a study by Tadmor, Ying-yi, Chao, Wiruchnipawan, and Wei (2012),
multicultural experiences reduced intergroup bias through epistemic unfreezing. Six
studies reviewed reflected on the effects, and discovered that multicultural exposure led
to a decrease in stereotype advocacy and discriminatory hiring decisions. Employee
involvement has optimistic outcomes for both employees and organizations because these
practices motivate workers. More specifically, reinforced practices build workers’ skills
and provide authority to make decisions (Yang & Konrad, 2011). Baer (2012)
commented the relation between creativity and implementation regulates individuals'
motivation to put their ideas into practice and their ability to gain strong relationships
within an organization. Individuals improve negative odds of creative ideas developing
when positive outcomes accompany implementation efforts.
Barriers that Influence Workplace Performance
The inclination for similar others is a physical barrier to workplace performance.
Beliefs, attitudes, and values reflect in groups with the similarity of experiences (Yang &
Konrad, 2011). Glavas and Goodwin (2013) found employees' perceptions of their
organization's social responsibility behaviors are more influential than organizational
reality in determining organizational identification (Glavas & Godwin, 2013).
Barriers are policies, procedures, or practices that limit employment opportunities
for members of a race, ethnic or religious background, gender, or individuals with
disabilities (Equal Employment Opportunity Commission, 2012). Although some barriers

32
are detectable, there are barriers in the daily policies, inclusive of incentive programs,
hiring, and recruitment and separations. Holmes (2010) stated race, ethnicity, and gender
are fundamental dimensions of cultures. These core characteristics significantly influence
attitudes and behaviors of individuals. They affect how others recognize and respond to
individuals who do not share unique characteristics. The secondary dimensions are
susceptible factors such as educational background, income, geographic location, and
religion, which affect the attitudes of society and behaviors towards others (Holmes,
2010).
The development of multicultural and support competencies progressed from the
multicultural and social justice movements (Ratts, 2011). Culture influences all aspects of
organizations including resolving conflicts, negotiations, and communications, building
relationships, delivering presentations, and setting business priorities. The changing
backgrounds and characteristics of managers means lower costs and potentially provide
more opportunities than in the past (Khan et al., 2010). Managing culture is usually a low
priority for managers who consider economic and strategic aspects higher priorities
(Marks & Mirvis, 2011).
Yang and Konrad (2011) noted barriers to individual involvement results in
underutilization of employee comprehension for organizational innovation. In particular,
the knowledge held by employees on the lower level of the organizational pyramid is an
underutilized source of innovative ideas that can accumulate wealth to the organization.
Organizational leaders should set the tone within work environments by promoting
acceptance of differences. Framing positive feedback as a continual process within the

33
organizations is a way of increasing organizational performance. Ways of doing this
would be to recognize team members for successful projects. Feedback should not be
limited to poor performance.
Another tool that can assist leaders with decreasing barriers in the workplace is
training. Panagiotakopoulos (2011) noted workforce training is necessary to provide
employees with skills necessary to become productive and versatile. Employees engaging
in negative behaviors such as harassment and discrimination justify mandatory training in
workplaces. A growing body of research validates training can be successful in
enhancing attitudes towards different groups. However, there is a delicate line between
training seen as a positive learning experience and training perceived as punishment
(Cocchiara et al., 2010). In a study completed by Marques (2010), an analysis of three
primary United States corporations revealed managers are posting statements on their
websites in an attempt to obtain awards from various minority-promoting organizations.
Triana, Wagstaff, and Kim (2012) examined how personal standards diminish
negative relationships. Findings from the study indicated observers high in personal
values have stronger negative reactions to biases than observers deficient in personal
value. These findings confirm and extend the perspective that people who have strong
personal values had the deepest adverse reactions toward the discriminatory treatment of
others. Khan, Clear, Al-Kaabi, and Pezeshki (2010), found three intervening components
correlated to individual attitudes in the workplace. The three components are frustration
in the work environment, perceptions of respect and fairness, and commitment to the
organization. In any organizational structure, the employees have a vital role in ensuring

34
sustainability strategies has positive results (Epstein, 2009).
Sustainability strategies in organizations should encompass the talents and
responsibilities of different departments while at the same time developing a common
recognition of values for the entire corporation (Epstein, 2009). Stewart, Volone, Avery,
and McKay (2011) utilized the stakeholder approach to corporate social responsibility to
assess the impact of a distinguished climate for ethics on the connection between work
climates and voluntary turnover intentions. The authors examined how ethics climate
(employees' perceptions of how leaders valued and enforced appropriate behavior)
affected the climate-turnover objective relationship. Results indicated turnover intentions
were lowest among workers with high ethical climate. The findings from the study
completed by Crisp and Turner (2011) suggested demographic differences that challenge
expectations might encourage not only lenience, but also have benefits beyond intergroup
relations to wide ranging aspects of cognitive functioning.
A study by Herdman and McMillian-Caprehart (2010) examined the idea that a
different environment moderates organizational performance. Ponterotto, Ruckdeschel,
Joseph, Tennenbaum, and Bruno (2011), examined the relationship between multicultural
personality characters and trait emotional intelligence. The multicultural personality
dispositions of demographic awareness and social initiative envisaged difference in trait
emotional fitness above the variance accounted for by gender and conceivable socially
desirable responding.
The condition of equality between identify groups is difficult to manage in an
organizational context and members of historically excluded groups often find

35
themselves in a situation of a numerical rarity (Herdman and McMillian-Caprehart,
2010). Being around a majority group attributes to the behavior of minority members.
Employees in the numerical minority often feel highly visible and socially isolated.
Majority groups tend to omit subordinate groups from participating in collaboration
procedures. Instead, in an atmosphere high in independence and no sound management
policies, demographic parties may end up in stereotypical positions (Harrison &
Humphrey, 2010), constricting participative prospects for marginalized groups. Because
of this, involvement practices may not lead to preferred results in various workplaces
(Yang & Konrad, 2011).
King, Dawson, West, Gilrane, Peddie, and Bastin (2011) indicated organizational
demography is representative of community demography and positively related to civility
and ultimately improve organizational performance. These findings underscored the
understudied effects of community context and implied intergroup biases manifested in
contempt toward out group members hinder organizational performance (King et al.,
2011). Triana, Garcia, and Colella (2010) examined the possibility of adverse effects of
discrimination and organizational efforts. The authors examined three studies and found
perceptions of workplace discrimination negatively relates to affective commitment.
This impact depended on the quality of an organization's culture (Sobel, Dutta, &
Roy, 2010). Vertovec (2010) blamed multiculturalism for issues. The rise and collapse of
multiculturalism have been inconsistent processes, contingent on the disposition of the
matter and the country involved (Kymlicka, 2010). Portillo and Block (2012) argued in
favor of a private employer's right to discriminate among job applicants, and the authors

36
suggested confining laws to protecting these rights.
Within all societies, conflicting views on accepting different cultures exist, as
well as the refusal to participate in any action that might encourage accepting positive
results. Disciplinary and political debates will always exist because of different
perspectives of groups. Organizational atmospheres vary to the extent about harassment
towards employees. Karjalainen and Soparnot (2012) reiterated there has been a gap in
research concerning social support in intercultural organizations. The authors noted
managers should develop a strong organizational culture and increase interpersonal
projects to create a sense of belonging within an organization. Organizational leaders
who tolerate high levels of harassment subject employees to unnecessary stressors, which
can lead to loss of performance and motivation.
Hai and Sherif (2011) noted organizational culture consists of visible and
invisible characteristics. The visible level consists of behavior modes, clothing, myths,
rites, and languages. The invisible level consists of norms, shared values, and beliefs of
business organization members. Organizational culture and the ability to integrate daily
activities of employees to achieve goals might assist leaders with adapting effectively to
the external environment for fast and appropriate responses (Hai & Sherif, 2011). Some
cultures create a barrier because of the content of core values. Yang and Konrad (2011)
noted people prefer to spend time with someone whose attitudes and values are similar.
Belonging to a cultural community creates new customs and traditions, which a
person receives as a member of a certain group (Epstein, 2009). Circumstantial evidence
proliferates that leaders have distinct conflict cultures on managing conflict. Research to

37
date has focused on conflict management styles at the small group level but has yet to
assess if organizational leaders create socially shared ways to manage conflict (Gelfand,
Keller, Leslie, & deDreu, 2012). Leaders cannot force employees into individual
friendships. They can create opportunities for interaction that encourage people to
connect to different groups (Hai & Sherif, 2011). Even if the teams consist of
demographically diverse individuals if the team members do not communicate with each
positive organizational performance cannot be achieved (Hyung-Jin & John, 2013).
Organizational leaders and scholars have demonstrated a strong interest in
promoting ethical behavior in organizations. Kacmar, Andrews, Harris, and Tepper
(2013) stated reasons for the economic downturn occurring over the past years has
centered on organizations plagued by unscrupulous management behaviors. Ethical
leadership refers to the display of behaviors consistent with appropriate norms, which is
visible through leader actions and relationships. Negative outcomes associated with these
behaviors are individual behaviors that do not support formal authority. These behaviors
have the potential to interfere with the achievement of organizational goals.
Individuals learn by focusing attention on role models to determine the
appropriate behaviors, values, and attitudes to demonstrate. These role models should be
effective, legitimate, attractive, and credible to be effective. In organizations, successful
models are those who hold high esteem, and hold the ability to control rewards (Kacmar
et al., 2013). Employees follow signs from employers regarding appropriate behavior in
the workplace. Ethical leadership influences followers’ behaviors by establishing ethical
standards for employees. Work environments with strong moral leaders are more likely to

38
influence norms and policies that value and reward ethical conduct. Organizations
characterized by strong ethical leaders are apt to hold followers accountable and exercise
discipline and punishments accordingly.
Leaders who fail to punish corrupt behaviors and administer rewards
inconsistently may foster an environment that is conducive to negative behaviors
(Kacmar et al., 2013). Hunter and Sawyer (2011) noted research on destructive leadership
relates to characteristics responsible for hazardous organizational outcomes. Research
suggests that certain organizational conditions may serve as catalysts for employer
bullying such as interpersonal conflicts, heavy workload, poor team atmosphere, and poor
job autonomy. Large organizations employing workers with low levels of freedom tend
to promote bullying.
Hunter and Sawyer (2011) noted an organization’s financial performance and
atmosphere have the potential to influence follower perceptions. When negative leader
behavior becomes an established part of an organization, victims may perceive these
behaviors a normal part of the organization’s attitude they should cope with through fear
and resignation. Studies have revealed that individuals are more willing to accept
unacceptable behavior as normal within workgroups that espouse dysfunctional behavior
(Hunter & Sawyer, 2011).
An organization’s climate can influence perceptions and behavior by influencing
how individuals interpret aspects of the work environment. Wilson and Brown (2012)
conducted a descriptive qualitative case study using semistructured interviews with nine
participants who described their perceptions of their experiences involving services from

39
the Minnesota Dislocated Worker program. Individuals observe organizational values,
norms, and behaviors to guide behavior. In so doing, the individual learns what behaviors
are acceptable within a given organizational context. Organizational climates may play a
significant role in determining whether employees will report aversive leaders to higher
authorities. In fact, certain normative practices allow climates where fraud, waste, and
corruption can thrive (Hunter & Sawyer, 2011). Employees may experience greater risks
by speaking out, especially if the organization's culture overshadows ethical concerns in
relation to practice. Employees may fear reporting aversive leaders because of retaliation
by demotions or terminations. These fears can cause stress, which leads to dissatisfaction
of employees.
Beheshtifar and Nazarian (2013) remarked stress is a difficult concept that can
affect a person's behavior, their interaction with others, and the individual’s work
efficiency. Stress is a leading source of employee turnover and absenteeism.
Occupational stress is the inability to adjust to pressures of a job, such as an inadequate
correlation between someone’s abilities and work requirements. Work related factors that
contribute to occupational stress include job overload, role conflict, and role ambiguity.
Lack of resources, work schedules, and organizational climate are factors that contribute
to occupational stress (Beheshtifar & Nazarian, 2013).
Occupational stress is the notion of a conflict between environmental stressors
and individual capacities to fulfill these demands. Studies have shown that occupational
stress may lead to negative consequences in the workplace (Beheshtifar & Nazarian,
2013). Individual and organizational levels are consequences of occupational stress. On

40
an individual level, there are three subgroups of strains such as unwanted behavior,
physiological diseases, and psychological diseases. On an organizational level,
consequences of occupational stress have two subgroups: organizational symptoms and
organizational costs. The negative effects of occupational stress in an organization
include impaired performance or a reduction in productivity, absenteeism, high turnover
rates, accidents, and purposefully destructive behaviors (Beheshtifar & Nazarian, 2013).
Zeynep (2013) noted managing emotions in the workplace is a complex issue.
The ability to govern emotions in the workplace facilitates the relationship between
organizational trust and occupational stress. High levels of trust can promote emotion
management in the workplace that in turn may contribute to reducing stress in the
workplace. In recent years, managers have tried to identify areas that extract advantages
to organizations so they can stay ahead of competitors. Organizational trust is an
influential factor in organizational efficiency. People process knowledge about others in
terms of cognitive components; they determine how much risk to take with others and
that outlines the basis of trust in a working environment. Besides cognitive factors, trust
also involves emotions (Zeynep, 2013).
Embedding new behaviors within the social patterns and shared values of the
organization are necessary but strategic management also involves internal resistance.
Resistance to change within any organization can hinder success. Usually, senior
management directs substantial changes in organizations, but any member within the
organization may contribute to the success of an organization (Yukl, George & Jones,
2010). Ng and Sears (2012) examined transformational and transactional executives in

41
relation to organizational practices. The research findings suggested leadership correlates
with the implementation of management practices when executives’ social values are
relatively high.
Van Woerkom and de Reuver (2009) reviewed the dimensions of personalities by
transformational leadership. In the study, cultural empathy, open mindedness, and social
initiative have a constructive impact on transformational leadership. Organizational
leaders who emphasize the integration of uniformity into all policies and practices may
progress more than leaders who do not (Scott, Heathcote, & Gruman, 2011). In a study
by Cui and O’Connor (2012), the authors argued that an alliance portfolio could only
benefit innovation when alliances share resources and information. This study highlights
the importance of coordination among different alliances. In a study by Ameer and
Othman (2012), the authors reviewed companies concerned with uniformity and how
they addressed the responsibilities of sustainable practices in their organizations.
Findings from the study indicate financial performance of sustainable companies
increased.
Literature on corporate responsibility is an essential aspect of leadership in
support of organizational change. The persuaders of ethical leadership occur not only
directly among employees within an organization, but indirectly through senior leaders'
influences on subordinate behavior (Schaubroeck, Hannah, Avolio, Kozlowski, Lord,
Trevinno, Dimotakis, & Peng, 2012). When leadership is diverse, the development of
innovative ideas brings about improved processes in organizations. Rubera and Kirca
(2012) noted organization innovativeness indirectly affects organization value through its

42
effects on market position and financial position. Importantly, the results reveal positive
effects of innovativeness on market position and financial position are stronger for larger
organizations.
This section relates to the research question because it summarizes why
organizational leaders should consider employees when developing organizational
strategies. Employees can be fuel providing energy or roadblocks for the efforts of a
leader (Mantere et al., 2012). Culture influences all aspects of organizations including
resolving conflicts, negotiations, building relationships, communications, and setting
business priorities (Khan et al., 2010). The literature review findings in this section
helped me to understand that an organizations' climate can shape behaviors by
influencing how people interpret aspects of the work environment. According to Kwon et
al. (2012), retention can become a problem for organizations when workgroup members
demographically different from other coworkers feel disconnected to the group and leave.
Groups Impacting Changes in the Workplace
Mantere et al. (2012) noted that changes within organizations may seem simple.
However, that is not the case in all instances because strategic changes represent an
organizational change that creates a shift in business as usual for those who have become
comfortable within organizational cultures. Hallencreutz and Turner (2011) established
the terms organizational change, change management, and best practices exercised in a
variety of perspectives and research applications. Hallencreutz and Turner (2011) argued
that leaders manage and operate in a complex and unstable social world, and one of the
constants is change. Organizational leaders should ensure employees positively

43
acknowledge changes to facilitate a proactive innovation orientation (Talke et al., 2011).
Cui and O'Connor (2012) commented that since the 1980s, researchers have
reviewed more studies about organization culture globally than previously. Leaders
should retain qualified talent (Kaplan et al., 2011). If opportunities in an organization are
not adequate, normal hiring procedures will not be sufficient to retain employees.
Employee involvement practices intensify the negative relationship between voluntary
turnover and organizational performance, particularly for minority employees who tend
to have a higher turnover rate (Kwon et al., 2012).
Lichter (2013) noted current and future demographic changes pose astonishing
challenges for America. Based on research studies in reference to the effects of group
performance, demographic diversity is a double edged sword in that diversity has both
positive and negative relationships with performance. The basis of a negative relationship
is the case that diversity negatively relates to the variables with respect to group
processes (e.g., Communication, integration, cooperation) and reduces performance
(Lichter, 2013). For example, demographic diversity makes teams have difficulty in
communicating because individuals having different backgrounds were cognitively
dissimilar and less communication, in turn, leads to less performance (Hyung-Jin &
Overby, 2013).
The concept of acceptance encompasses respect and means progressing beyond
simple tolerance to embracing and celebrating the rich dimensions of all persons (Crisp &
Turner, 2011). Jones and Lewis (2011) noted that discrimination in the workplace is still
an issue in America. Although discrimination still occurs in the 21st Century, numerous

44
discrimination claims involve subtle hidden bias (Jones & Lewis, 2011). Accordingly,
such discrimination would fall in the realm of perceived discrimination, as opposed to
proven bias. Experiencing real or perceived discrimination in the workplace might cause
harm to the psychological well-being of employees. Wilson and Brown (2012) conducted
a descriptive qualitative case study using semistructured interviews with nine participants
who described their perceptions of their experiences involving services from the
Minnesota Dislocated Worker program.
Fortune 500 companies encounter fewer barriers as a wider range of options are
available to help employees manage personal health risk factors (Jitendra et al., 2011).
The concern for obesity has resulted in organizations such as Microsoft implementing
wellness programs that have shown positive returns on investment. Managers encounter a
substantial challenge of managing costs, endorsing healthy lifestyles and working to
counter the dysfunctional and negative effects of stereotypes about weight that can
ultimately benefit the organization with improved productivity and decreased health
costs. Smaller employers (those with fewer than 500 employees) need increased policy
development because they are far less likely to offer health promotion programs (Jitendra
et al., 2011).
Cocchiara et al. (2010) stated America's next generation labor force would
become more diverse than at any other time in the nation's history. Demographic trends
are foreseeable, and leaders would do well to plan for future predictions. Organizational
leaders who support an inclusive environment promote equal opportunity. Current
management practices focusing on uniformity resonate well with corporate preference for

45
organizations (Thomas, 2011). Regardless of the geographic location, positive workplace
performance is becoming an essential element not only in America but globally. Business
trends toward globalization are serious activities spanning countries and continents so
workers engage with counterparts from other cultures globally (Yang & Konrad, 2011).
Dobbin, Kim, and Kaley (2011) identified women as champions in interviews
conducted with human resources (HR). A major factor for the increase in women’s labor
force participation is women no longer leave the workforce after getting married or
starting a family. Although some individuals have argued that proponents of gender
diversity ensures greater transparency and makes organization earnings more profitable,
minimal supporting evidence exists (Srinidhi, Gul, & Tsui, 2011). Kotin, Dyrness, and
Irazbal (2011) noted that religion has become a matter of preference by scholars,
especially when promoting political engagements within certain cultures. Various
religious faiths have flourished in the United States.
Beekun and Westerman (2012) investigated the cross-cultural connections
between spirituality and ethical decision making. Karakas (2010) found spiritual anchors
referred to an inimitable way of observing and practicing spirituality. The study instituted
anchors as the origin leadership values and roles in organizations that include:
appreciation, dedication, determination, inspiration, and cooperation.
Persons with disabilities have asserted their rights to work opportunities, and
organizational leaders in America should provide sufficient accommodations for persons
with disabilities to work. Kaye (2011) noted decisions made by employers are essential to
enhancing employment rates among working age adults with disabilities. Leaders in

46
organizations tend to shy away from disabled applicants because of the inability to
organize accommodations for disabled workers, the cost of accommodations, and fear of
the inability to discipline or dismiss a disabled worker because of the possibility of a
lawsuit. A study completed by Okubo (2012) summarized the findings of a National
Civic League (NCL) study. This study provided a baseline of understanding policies in
place as a template for other cities to recognize the growing changes in the demographics
in America’s cities.
The early retirement trend no longer exists, and older workers plan to work past
normal retirement ages (James, McKechnie, & Swanberg, 2011). Yang and Konrad
(2011) noted the aging of the workforce and the sluggish economy means workers will
remain actively involved in the labor force for longer periods. Older workers are
becoming more predominant in the labor force and are increasingly becoming
indispensable as a customer base for organizations.
Employers in various sectors have begun to recognize the need to retain these
skilled workers to avoid lost knowledge. Because of this, it is notably common for two or
three generations of individuals to work together in an organization. Yang and Konrad
(2011) advocated lesbian, gay, bisexual, and transgender (LGBT) workers have asserted
their rights to equal opportunities in organizations. Members of the LGBT communities
no longer are willing to hide. In the United States, 86% of Fortune 500 organizations
include sexual orientation in nondiscrimination policies and 253 of the Fortune 500 offer
benefits to same sex employees’ domestic partners equivalent to benefits offered to
spouses of heterosexually married couples.

47
Leaders in organizations recognize the increased perceptions of equal opportunity
and are responding with practices that emphasize recruiting and retaining employees
(Cocchiara et al., 2010). Heinen and Darling (2009) noted there is minimum research
focused on the impact of workplace culture and programs on family health. Recruitment
and retention are essential in a competitive labor market, but health benefits are becoming
increasingly expensive to employers. Employers have pursued strategies over the years to
control health care costs and improve care.
Subsequently, employers are taking a positive health approach to employee and
family health (Heinen & Darling, 2009). Organizational leaders have introduced
programs directly aimed at helping employees choose healthy lifestyles. Heinen and
Darling (2009) noted the average medical spending for a family of four was $15,609 in
2008. Twenty seven percent of the growth of health spending between 1987 and 2001
was attributable to obesity, and the total cost of obesity to private employers is almost
$45 billion per year, in 2002 dollars (Heinen & Darling, 2009). Leaders realize the
growing population of employees at serious risk for illness and preclude any moderation
of costs in health care utilization. Employers realize they cannot manage medical claim
costs if they do not start changing the need for care driven by illnesses such as diabetes,
heart disease, depression, or other illnesses (Heinen & Darling, 2009).
The United States has higher obesity rates than other countries, including the
United Kingdom and France, even though the prevalence of obesity is increasing
globally. Approximately 64% of Americans are overweight (Jitendra, Courtney, Kathryn,
Mithilesh, & Bharat, 2011). The cost of obesity for employers involves higher medical

48
claims expenses, increased absenteeism, and lower productivity (Gabel, Whitmore,
Pickreign, Ferguson, Jain, Shova, & Scherer, 2009). Gabel et al. (2009) stated obesity is
an increasing challenge due to injuries and other healthcare costs such as absenteeism.
Heinen and Darling (2009) noted obese employee's costs are higher because of high
absenteeism rates, more medical claims, and lower productivity rates. Obesity creates
costs for employers by increasing workers' compensation claims and related lost
workdays, absenteeism, presenteeism, and disability.
These components can lead to discrimination of overweight workers. Obese
people are stereotyped and often discriminated against in the workplace (Jitendra et al.,
2011). The majority of adverse reactions show the negative impact of preferential
selection based on irrelevant workplace characteristics (Martı´n-Alca´zar, Romero-
Ferna´ndez, & Sa´nchez-Gardey, 2012). Prejudices and stigmas will always exist in
society if there is no plan of action available to eliminate biases (Shin, Kim, Lee, & Bian,
2012).
This section relates to my research question because it summarizes how leaders in
organizations should consider work groups that impact performance when evaluating
organizational strategies. Fostering a supportive working environment in which employee
morale is high is essential to employee retention and motivation (Brown et al., 2011).
Strong commitment to an organization develops because employees impart values with
both the organization and employees. Individuals leave organizations for various reasons,
but one reason that motivates people to leave positions are an unsuccessful fit with the
organizational climate and culture (Buttner, Lowe, & Billings-Harris, 2010). The

49
literature review findings in this section improved my understanding of strategies
essential to enhancing workplace performance.
Transition and Summary
Performance measurement is a means by which agencies can measure the
effectiveness of programs through established parameters that provide a way to measure
achievement of goals and objectives, managerial efficiency, and organizational
responsibility. The practice of performance measurement is essential in the management
of any program because a system that does not have a decent feedback mechanism is out
of control (Smith, 2009).
Success in organizations begins with recognizing and internalizing the abilities of
all individuals in organizations. The expected transformation of the economic
environment advances in technology and aggressive national and international markets
have generated enormous pressure on leaders to manage the workforce. High retention
workplaces are using employee attitude assessments to determine the atmosphere of
workforce. All organizational leaders should conduct some form of assessment
periodically to assist with establishing developmental opportunities for employees within
the organization (Choi & Rainey, 2010). Leaders should encourage employees learning
and thinking by creating a stimulating environment. Organizational leaders should
develop communication between employees and managers regarding career development.
Some employees resist incidents occurring in an organization by disrupting the
workplace with negative behaviors contributing to low productivity and causing
withdrawal behaviors such as tardiness, absenteeism, and high retention rates within

50
organizations. Low confidence in an organization can affect job satisfaction and
productivity, and in turn affects the organization's bottom line. Turnover rates in
organizations cost time, money and a variety of other resources (Kwon et al., 2012).
Brown, Hyatt, and Benson (2010) conducted a study on the effects performance
appraisals has on employee job satisfaction and commitment. The author gathered data
from 2,336 public sector employees. The results indicated poor performance appraisals
affected employee satisfaction, job commitment, and increased desire to quit. Inadequate
performance appraisals impact the organization is numerous ways (Iqbal, 2010).
A framework approach to workplace performance can potentially provide
practical insights that may improve the effectiveness of management practices. Buzan
(2010) investigated whether or not a society of states lacking a shared culture because of
the expansion beyond its original base would be unstable. The author found culture was
not as much of a problem for international society. The evidence for the considerable
success was strong and provided ample stability to outcomes. The main problem was not
culture, but the socio-political structure. Sections two and three of the study center on the
procedures used to gather information and the methods used to verify the reliability and
validity of the study.

51
Section 2: The Project
In this section, I discuss the details of the qualitative methodology in
accomplishing the research (Glesne, 2011). Qualitative inquiry offers different theoretical
assumptions, strategies of inquiry, and approaches of data collection, investigation, and
interpretation (Glesne, 2011). Wise, Alexander, Green, Cohen, and Koster (2011) used a
qualitative method to address the reason for pursuing patient-centered medical homes.
Alyahya (2012) observed the effect of pay-for-performance schemes on general
practitioner practices in the United Kingdom.
The focus of the interviews was to explore the perceptions and experiences of
individuals (Marshall & Rossman, 2011). Employees and managers participated in the
study through interviews. Interviewing in depth allowed the interviews to remain open
ended and takes on a conversational manner, but it allowed me to follow a certain set of
questions (Yin, 2011). One significant source of case study information is the interview
(Yin, 2011).
Purpose Statement
The purpose of this qualitative explorative case study was to determine what
strategies are essential for organizational leaders to improve workplace performance. The
research design for this study consisted of semistructured, face-to-face interviews and
case study using archival documents. Semistructured interviews are open and provide
new ideas discussed during the interview because of an interviewee's comments
(Marshall& Rossman, 2011). I collected data using a purposive sample of 20 participants
from a business organization located in Southwest Georgia. The participants were

52
comprised of managers, floor employees, and clerical staff.
The rationale for using a case study was to maintain the holistic and relevant traits
of real-life events such as organizational processes (Yin, 2009). According to Neuman
(2011), a case study method has significant merits, including conceptual validity, the
ability to trace processes, calibration, and holistic elaboration. The findings might affect
business practices as well as provide strategy recommendations in regards to performance
in the workplace. The findings might also contribute to the effectiveness of a
knowledgeable and flexible workforce.
Role of the Researcher
A need for protecting human participants relates to the fact that almost all case
studies are about human affairs (Yin, 2009). Audet and Everall (2010) noted information
from the participants needs to remain confidential to protect the data. Wise et al., (2011)
and Alyahya (2012) considered screening data to protect interview participants. To
protect participants’ identities, I did not use real names in the transcripts or study. When a
study poses no risks to interview participants, written consent is typically not required
outside of the research content (Amdur & Bankert, 2011). Each interview participant
received a consent form to confirm their willingness to participate in the study. Alyahya
(2012) found semistructured interviews were a trustworthy means of gaining data; neither
the quantitative method nor the mixed method allows the researcher to achieve the unique
experiences of participates as the qualitative method (Glesne, 2011).
I engaged participants, collected data, and reported all findings (Corman, 2010) as
well as wrote down any shortcomings regarding the research study topic. Issues of other

53
human beings can easily become issues of the present research (Stake, 2010). I needed to
obtain ethical approval from the Walden University’s Institutional Review Board (IRB)
before engaging research participants, and prior to the collection of any data. Approval
from the IRB board, as well as ethical training from the National Institute of Health or
similar boards, demonstrates awareness of ethical treatment of participants (Yin, 2009).
Participants
A sample population of 20 participants from an organization located in Southwest
Georgia responded to questions that addressed the experiences of retaining a skilled
workforce. The potential population in the business organization consisted of 42
individuals. The selection of the participants derived from the criteria of employees’
current positions with at least 1 year of experience. I obtained data saturation once
enough information extended to the point of diminishing returns by adding participants
when necessary until data replication occurred (Bowen, 2008). Data saturation entails
bringing new participants into the study until the collection of new data does not provide
additional information on the problem (Bowen, 2008).
Wise et al. (2011) and Oberseder, Schledglmilch, and Gruber (2011) chose a
sample population from a larger population to collect data for their studies. Although a
larger sample size is a way of boosting confidence in the study’s findings, the
homogeneity of the composition of 20 individuals nurtured the study’s data findings
against increasing biases and prejudices (Yin, 2011). I gained access to participants by
purposefully making appointments to interview the participants in person and scheduling

54
follow-up interviews if necessary by telephone (Harsh, 2011). The participants had time
to review notes and information provided in the study after the interview.
After I received approval from the Walden IRB, each participant received a
consent form to inform them of all of their rights as participants in the study. Information
from the participants will remain confidential and all safeguards possible to protect the
data will be followed (Audet & Everall, 2010). I explained the purpose of the study
including any benefits or consequences of participating in the study to the participants
before the interview. The advantages of this study include the opportunity to participate
in a scholarly study expected to complement and enhance social change and reduce
discriminatory acts within organizations.
There were no known consequences of participating in the study. I asked
participants to answer questions in reference to performance in the workplace and
personal experiences within the work environment. Seeking participants with experience
provided the greatest potential to produce excellent relevant information (Marshall &
Rossman, 2011). The data will remain confidential and contained in a secure place for the
required 5-year period, and it will be destroyed afterwards (Yin, 2011).
Research Method and Design
Research methods and designs are procedures encompassing decisions from
theories to specific methods of data collection. The overall decision involves the design
used to study a subject (Yin, 2011). Qualitative case studies are appropriate for
addressing experiences associated with businesses and social studies encompassing
evolving practices (Neuman, 2011)

55
Method
Yin (2009) noted the mixed method research is an approach to inquiry that
combines or associates both qualitative and quantitative forms. Mixed method research
seeks to minimize the weaknesses and draw from the strengths of qualitative or
quantitative research methodology. Quantitative research uses a hypothesis statement to
describe a situation with numbers and objective data. Quantitative research uses a
scientific approach to generate statistical data. In this way, quantitative results tend to be
more scientific than qualitative results. Neither the quantitative method nor the mixed
method allows the researcher to achieve the unique experiences of participants as the
qualitative method (Glesne, 2011)
Qualitative research provides in-depth details. Wise et al. (2011) and Oberseder et
al. (2011) chose the qualitative method to complete their studies. Marshall and Rossman
(2011) presented a framework for completing qualitative research and divulged the
concepts of creativity in research. I used a qualitative method to complete research in the
study. Qualitative inquiry offers different theoretical assumptions; strategies of inquiry;
and approaches of data collection, investigation, and interpretation (Glesne, 2011). Using
the qualitative method for interviews ensured the research addressed issues of validity
(Marshall & Rossman, 2011). Qualitative research is a method for exploring and
understanding the meaning individuals or groups ascribe to a social or human problem
(Stake, 2010). The contributions towards an improved science are slow, and new
questions emerge more frequently than new answers (Stake, 2010).

56
Research Design
Selecting the appropriate research method can be a difficult problem in doctoral
research. Within the qualitative research method, the researcher considers five types of
qualitative research designs (Tashakkori & Teddlie, 2010). Although different from each
other, they share the basic characteristics of qualitative research that include the purpose
of understanding and interpretation (Marshall & Rossman, 2011). Narrative research is
challenging because the researcher obtains detailed information about the participant,
which could lead to issues in collecting and analyzing data (Yin (2009).
Grounded theory is a systematic methodology of inquiry involving collecting,
analyzing, and numerous data collection techniques (Hutchison et al., 2010). The early
phase of the research tends to be open and can take months (Savage-Austin & Honeycutt,
2011). Grounded theory is different from the traditional model of research, where the
researcher selects a theoretical background and applies the model to the phenomenon for
further study (Denzin & Lincoln, 2011). Grounded theory may be a sufficient choice for a
Ph.D. program student, but it is not suitable for an applied doctorate in business
administration (DBA) study. The primary difference is in the program’s orientation and
intended outcome. The center of a Ph.D. program is to make a notable contribution to
knowledge or theory, whereas the concentration of a DBA program is to apply existing
theories/knowledge to make a significant contribution to professional practice in the area
of business. This design was not suitable for the study because of these restraints.
Grounded theory establishes various risks to the doctoral researcher. One risk is
the researcher may not reveal significant theory after commencing data collection (Stake,

57
2010). Another risk is the possibility the unorthodox nature of grounded theory isolates
any potential participants from the research findings (Lawrence & Tar, 2013).
Ethnographic research comprises strategies for a researcher to collect data about the
environment or condition under investigation (Marshall & Rossman, 2011). Ethnography
is a qualitative design in which a researcher describes and interprets shared and learned
behaviors and beliefs of a culture sharing group (Stake, 2010). Culture is a unifying form
of ethnography with consideration to the history of racial and ethnic makeup, and the
socioeconomic factors (Denzin, 2011). This type of research involves observation over
time and can be helpful during initial research, but this research is time consuming.
The phenomenological research design like the case study involves understanding
different human perspectives (Savage-Austin & Honeycutt, 2011). Phenomenological
research involves streamlined data collection as the researcher carefully chooses
participants who have experienced the phenomenon (Stake, 2010). Although this type of
research design was a consideration for my study, the advantage of using the case study
design is a case study is distinguishable by the identification of boundaries, modification
of occurrences, depth, and context (Suri, 2011).
Wise et al., (2011) used a case study design to assess the readiness for change in
selected primary care practices. Neuman (2011) used a case study design because of the
significant merits including conceptual validity and the ability to capture the complexity
and trace processes. The use of multiple sources in case studies permits the researcher to
concentrate on a range of historical and behavioral issues (Yin, 2009). A significant
advantage of using multiple sources of evidence is the promotion of converging lines of

58
inquiry, a process of triangulation and corroboration (Yin, 2009).
The exploratory case study was an appropriate design for this study. I used the
case study design to obtain information using archival documents, as well as interviews.
The case study findings are more compelling and accurate if the data comes from
different sources of information (Yin, 2009). The case study method has conceptual
validity, heuristic impact, and the ability to trace processes. The case study design helped
my efforts to explore an authentic setting within a specific location as determined
(Neuman, 2011).
Population and Sampling
In qualitative research, the researcher develops a plan for how the research will
evolve with a well outlined strategy for sampling and candidate recruitment (Marshall &
Rossman, 2011). Out of the entire population of 42 individuals, I completed face to face
interviews with a sample population of 20 participants who work in the business
organization located in Southwest Georgia. The participants responded to open ended
questions. These questions allowed me to explore the experiences of retaining and
managing a skilled workforce. The rationale for selecting 20 participants was to ensure
sufficient data for the study (Suri, 2011). The participants consisted of individuals with a
minimum of 1 year of employment with the organization.
Purposeful selection involves selecting participants who meet certain criteria.
Purposeful selection is suitable for the study because participants are required to meet the
criteria of having experience and knowledge about workplace performance in a business
setting (Stake, 2010). Participants received a consent form to determine if they were

59
willing to complete the interviews. All participants completed a consent form. There were
two follow up conversations by telephone for clarity purposes (Harsh, 2011).
Salih and Doll (2013) collected data using semistructured in depth email
interviews with 12 middle managers working in various types of organizations in the
United States using a qualitative interpretative research approach. Harrington, Rayner,
and Warren (2012) used semistructured interviews in their study. Seventeen in depth
interviews occurred with participants based in the United Kingdom. The interviewees
held a variety of different job roles at various organizational levels from Human
Resource Advisor to Director, and all were in positions that involved dealing with
bullying cases. Wilson and Brown (2012) conducted a descriptive qualitative case study
using semistructured interviews with nine participants who described their perceptions of
their experiences involving services from the Minnesota Dislocated Worker program.
In qualitative research, a researcher may use member checks or respondent
validation to enhance the reliability and validity of the study (Marshall & Rossman,
2011). Subcategories of member checks include descriptive validity, interpretive validity,
and evaluative validity. The researcher shares all findings in the study with the
participants involved and allows participants to analyze the findings and provide
comments (Williams & Morrow, 2009). The participants affirm the summaries, and
express views and experiences. Once the participants confirm the accuracy and
completeness, then the study reflects integrity (Marshall & Rossman, 2011). Respondent
validation occurs during the period of data collection when I receive feedback from
participants about the accuracy of the data given, as well as the researcher's interpretation

60
of that data (Williams & Morrow, 2009). The overall goal of this process is to produce
findings that are legitimate, authentic and valid (Williams & Morrow, 2009). In this
study, participants verified data through respondent validation. Data saturation entails
bringing new participants into the study until data is complete (Bowen, 2008). When the
collection of new data does not provide additional information on the problem, then
saturation is complete.
Ethical Research
Alyahya (2012) received IRB approval to ensure research was ethical. On June
16, 2014, I obtained IRB approval to complete research on the study entitled, Enhancing
Strategies to Improve Workplace Performance. The approval number is 06-16-14-
0253284. The approval application protects the rights of human participants interviewed,
and names screened to protect the names of the participants. Researchers should consider
the safety of interview participants even if there is no expectation of harm to participants
(Amdur & Bankert, 2011). The researcher should focus on studying the implications
participants view about the problem, not the meaning the researcher brings to the research
literature (Yin, 2009). I verified participants had a minimum of 1 year of experience to
ensure they had sufficient work experience that could provide relevant information and
reduce fraudulent uncertainty of the population (Marshall & Rossman, 2011). All data
will remain confidential and stored in a secure location for a 5 year period, and destroyed
afterwards (Yin, 2011). Anonymity of participants occurred by assigning aliases to
individuals, and the participants received a consent form about the study and their rights
to decline to participation (Yin, 2009).

61
Data Collection
Semistructured face to face interviews and archival data were the data collection
strategy for this study. Interviews are an excellent technique to establish perspective of
individuals (Turner, 2010). Face to face interviews offer advantages such as inserting the
researcher into the contextual environment of the interview and providing the researcher
with the opportunity to observe facial expressions and gestures of the interviewee, which
may add to the interpretation of responses (Neuman, 2011).
Panagiotakopoulos (2011) recommended semistructured interviews as a technique
to ask open ended questions without governing the possible answers, which could lead to
massive amounts of data unrelated to the topic of the study. Using semistructured
interview questions allowed the respondents to elaborate on perspectives about the
subject matter in a conversational manner. Using semistructured interview questions also
allowed me to follow a certain set of questions derived from the case study protocol (Yin,
2011).
Instruments
In qualitative research, the investigator or researcher is the primary data collection
tool, whereas quantitative analysis uses various forms of instruments (Marshall &
Rossman, 2011). In qualitative procedures, the researcher is a key instrument because
qualitative researchers collect data by examining documents, observing behavior, or
interviewing participants (Stake, 2010). According to Marshall and Rossman (2011),
there are three interviewing types: structured, semistructured, and unstructured.
Structured interviews involve questions asked in a specific order with a limited number

62
of responses. Unstructured interviews involve informal discussions with study
participants and are common in ethnographic studies. Semistructured interviews involve
questions organized in advance. This interviewing method permits me the freedom to
explore based on participant responses. Semistructured interviews provide new ideas
discussed throughout the interview because of what the interviewee says (Marshall &
Rossman, 2011).
Semistructured face-to-face interviews and archival data were the data collection
strategy for this study. I used semistructured interviews to address the proficiencies
business leaders need to reduce poor workplace performance and the high costs to retain
employees. Rubin and Rubin (2012) advocated interviewing to reveal and examine
complicated, concealed phenomena. Responsive interviewing accentuates the shared
involvement of both the interviewee and the interviewer. To obtain reliable and logical
interpretation, the interviewer should establish a common relationship with the
interviewees and exhibit respect to building a communicative partnership.
Qualitative reliability requires the researcher’s approach be consistent across
different researchers and different projects (Yin, 2011). In a relevant study, Wise et al.
(2011) used open-ended questions to establish credibility and dependability. Riiskjær et
al., (2012) used open-ended questions to allow participants to choose from an unrestricted
number of responses and allow participants to respond in detail. Wise et al., (2011)
conducted 66 face-to-face semistructured interviews that addressed reasons for pursuing
patient centered medical homes. Alyahya (2012) found face-to-face semistructured
interviews were a principled approach to monitoring the impact of the Quality and

63
Outcome Framework, a Pay-for-Performance scheme, on general practitioner practices in
the United Kingdom. Wooten and Reed Ii (2000) used face to face interviews to
minimize concerns about self-presentational. Bristol and Fern (2003) used face to face
interviews to in an effort to reduce the pressure on the interviewees to do the right thing.
Bloomberg and Volpe (2012) recommend the use of a fundamental question that
encompasses the entire research design. Using follow up questions, the interviewer may
drive in depth interviews to understand the obvious aspects of complex human behavior.
The interviewer should utilize main questions to structure the interview, probes to elicit
more specifics and maintain conversation flow, and follow up questions to explore
comments and ideas emerging during partnership conversations (Denzin & Lincoln,
2011). The process for accessing credibility and dependability involve feedback from
participants and interpreting a detailed analysis of the results.
The following question influenced my research in this study: What strategies are
essential for organizational leaders to improve workplace performance? The interview
questions assisted me with understanding what strategies organizational leaders need to
motivate workplace performance in business organizations. Questions 1 through 3
assisted me with eliciting information about the kind of system managers might use for
job performance. Questions 4 and 5 allowed me to understand performance issues
addressed by leaders in the organization.
Archival data and documents are notebooks maintained with work instructions or
specific action plans, procedures housed on a computer database, and any other variables
that can add meaning, increase understanding and develop insights related to the research

64
problem (Yin, 2009). I gained access to participants by purposefully making
appointments to interview the participants in person, with follow up conversations by
telephone (Harsh, 2011). Each interview took 20-30 minutes to complete. I transcribed
the responses from the interviews using software that helped me analyze and report the
results. I recorded interviews using a digital recorder to ensure accurate data retention as
well as detailed understanding of interview participants’ experiences, and I also took
notes (Yin, 2011).
The application based software enhancements included Walden University online
databases. I used Microsoft Word and Excel to interpret the qualitative data via a coding
system using segments of color coded text (Yin, 2009). The use of computer software
allowed me to organize large amounts of data and provided consistent data analysis
(Hutchison et al., 2010). Using computer analysis software provides a powerful
qualitative data analysis tool for the research project (Leech & Onwuegbuzie, 2011).
Data Collection Technique
One source of case study information is the interview (Yin, 2011). The difference
in data collection amid the quantitative and the qualitative approaches is the researcher is
the data collection tool in qualitative research (Draper & Swift, 2009). Oberseder et al.
(2011) collected data using taped interviews and notes. Alyahya (2012) collected data
using interviews and taped each participant's responses. Yin (2009) expounded on
strategies used to support qualitative researchers improve the security of digitally created
and stored data.

65
I recorded the interviews using a digital recorder to ensure accurate data retention
as well as detailed knowledge of interview participants’ experiences. Glesne (2011) noted
the researcher's decision about sample size induces the inconsistency of the population
sampled if the population is homogeneous. Studies that require a large population of
subjects, or attempt to answer a broad question, or require extensive research over a
considerable period have an increased risk of failure (Glesne, 2011).
In qualitative research, the participant sampling size is moderately small but
contains plentiful information (Yin, 2011). The consistency of the formation of 20
persons in management and employment of one year or more supported the study’s data
findings against increasing biases and prejudices (Yin, 2011). An appropriate sample size
makes it possible to answer the research question without gathering enough data to
prevent in-depth analysis (Draper & Swift, 2011).
Data Organization Techniques
The compiling of chronological events is a frequent strategy in case studies. The
chronological order focuses on the major strength of case studies cited earlier (Yin,
2011). I processed the data to determine what information focused on the questions to
complete the study. The case study design supported my efforts to explore an authentic
setting within a specific situation as determined (Yin, 2009). Oberseder et al. (2011)
completed data analysis using a coding system to establish patterns and themes.
Qualitative research explores patterns, themes, and categories by organizing the
data into appropriate intellectual units of information (Kerr, 2010). I used a color coding
system, Microsoft Word, and Excel to interpret the qualitative data. Purple represented

66
the respondent’s knowledge and experience about workplace performance. Blue
represented the feedback sources used in the organization. Red represented the training
strategies in place. Olive represented management’s relationships with employees. I
created a matrix of categories to evaluate patterns and themes of significant comments
from the interviews and formulated meanings that assisted me with collecting certain
information pertaining to workplace performance (Yin, 2011). Both Wise et al. (2011)
and Oberseder et al. (2011) used a coding system in the analysis of data.
Recording interviews using a digital recorder ensured accurate data retention as
well as detailed knowledge of interview participants’ experiences. Field notes enhanced
the interviews as well. For case studies, the researcher's notes are one of the common
components of the database as they contain the results of interviews, observations, and
document analysis (Yin, 2011). I created notes using index cards and a notebook diary.
Researchers should document the steps of the procedures for reliability when dealing
with case studies (Yin, 2009), and includes eliminating transcript mistakes and ensuring
coding errors are at a minimum.
The data is on a home computer protected by a password and Dell Data Safe
Online, which protects files by placing backup copies on a secure storage location. To
protect participants’ identities, I did not use real names in the transcripts or study. All
data will remain confidential and stored in a secure location for a 5 year period, and
destroyed afterwards (Yin, 2011).

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Data Analysis Technique
Rubin and Rubin (2012) stated the choice of subject influences question wording
and how the questions asked affect the analysis. The data analysis process encompasses
organizing and analyzing data in a way allowing for initial assessment followed by
significant levels of inquiry (Glesne, 2011). Oberseder et al. (2011) completed data
analysis using a coding system and relevant sections of the transcripts analyzed in the
search for patterns and themes. I reviewed all transcripts and interview notes and used a
specific code system to identify key words (Yin, 2009). Word and Excel Software
allowed me to organize large amounts of data and provide reliable data analysis
(Hutchison et al., 2010)
Interview Questions
High retention organizational leaders spend inordinate amounts of resources on
recruiting and replacing employees. Individuals leave organizations for various reasons,
but significant areas that motivate people to leave their positions are an unsuccessful fit
with the organizational climate and culture, an uncomfortable connection between the
individual and coworkers, a pitiable alignment between performance and salary, and
limited opportunities for growth and advancement (Buttner, Lowe, & Billings-Harris,
2010). Employee retention commences by paying attention to what causes inadequate job
satisfaction as well as what attracts, motivates, and retains workforces. Money and
benefits may entice employees through the front door, but inadequate work conditions
force them out the back (Avery, Volpone, McKay, King, & Wilson, 2011).
Uniformity in an organization includes employees of varying races, ages as well

68
as education and experience (Holmes, 2010). Uniformity is challenging to maintain
within an organization that encounters high turnover. High retention workplaces are using
employee attitude assessments to determine the attitudes of the workforce. All
organizational leaders should conduct an assessment periodically to assist with
establishing developmental opportunities for employees within the organization.
Organizational leaders should encourage employees learning and thinking by creating a
stimulating environment. In addition, leaders should promote communication between
employees and managers regarding career development.
Although changes can lead to healthier corporate performance (Chan, Cheng, &
Leung, 2011), all employees do not respond constructively to certain types of differences.
Biases and prejudices continue to rise due to the continual integration of cultures (Chan et
al., 2011). Some employees resist the integration of cultures and disrupt the workplace
with negative behaviors contributing to low productivity and causing withdrawal
behaviors such as tardiness, absenteeism, and high retention rates within organizations
(Kwon et al., 2012). Low confidence in an organization can affect job satisfaction and
productivity, and in turn affects the organization's bottom line. Turnover costs the
organization time, money, and a variety of other resources (Kwon et al., 2012).
Wise et al. (2011), Oberseder et al. (2011), and Alyahya (2012) found interview
questions as a good approach to obtaining qualitative data for studies. According to
Riiskjær, Ammentorp, and Kofoed (2012), open ended questions allow participants to
choose from an unlimited number of responses with extensive details. To assist with
understanding performance issues, I asked the following interview questions:

69
Specific interview questions for managers:
1. How do managers quantify performance in the organization?
2. What determines the achievement of performance requirements?
Questions 1 and 2 assisted me in determining what kind of system
organizational leaders' use for job performance.
3. How do you perceive the current training within the organization?
This question allowed me to observe the level of training provided to
supervisors/management to assist them in understanding how to manage
employees.
4. What materials or tools are available to enhance learning and performance?
This question allowed me to observe how leaders in the organization
encourage learning and team development.
5. What obstacles/barriers do you think hinder employees' performance levels in
the organization?
This question helped me to understand performance issues addressed by
leaders.
Specific interview questions for employees:
1. What is the working environment like in your organization?
This question allowed me to analyze the organization's environment for
employees.
2. How is performance determined in your organization?
This question assisted me with determining how management responds to

70
employees.
3. What tools/materials might help you with understanding performance
requirements?
This question allowed me to observe the level of understanding employees
have about their performance requirements.
4. What are some barriers that impede work performance in the organization?
This question helped me to understand performance issues addressed by
management.
5. What recruitment/promotion strategies exist in the organization?
This question allowed me to observe the existing strategies in the
organization.
Yin (2011) identified five stages in data analysis: collecting the data, separating
the data into groupings, grouping the data into themes, assessing the material, and
developing conclusions. After reviewing archival documents and completing interviews,
I completed an analysis of the data (Marshall & Rossman, 2011) using Word and Excel
Software to create a coding process. Both Wise et al. (2011) and Oberseder et al. (2011)
used a coding system in the analysis of data. Coding is the process of organizing
materials into segments of text prior to bringing meaning to the information (Yin 2009).
The four types of triangulation are data triangulation, investigator triangulation,
theory triangulation, and methodological triangulation (Denzin, 2011). I used
methodological triangulation to examine the archival data and transcripts from the
interviews. Neuman (2011) noted the data analysis process involves categorizing and

71
examining the data in a way that allows for preliminary assessment followed by
distinctive levels of inquiry. I created codes after the review of preliminary archival data
and interviews (Yin, 2011). I identified key words during the initial review of the data
and included selected codes to the analytical process after the first stage of analysis. The
coding of information supported the development of emergent groups of similar data
allowing for initial categorization of patterns (Neuman, 2011). During the process,
revision of codes occurred based on emergent themes.
Purple represented the respondent’s knowledge and experience about workplace
performance. Blue represented the feedback sources used in the organization. Red
represented the training strategies in place. Olive represented management’s relationships
with employees. I incorporated the information into a matrix of categories to evaluate
patterns/themes of significant comments from the interviews and formulated meanings
that assisted me with collecting certain information pertaining to workplace performance
(Yin, 2011). Documents, notes, and other data will remain confidential, and maintained
in a secure unit at my residence. Vast research focuses on the workforce, but despite an
increasing number of studies, few consistent conclusions show the outcomes of
performance (Shin, Kim, Lee, & Bian, 2012).
Reliability and Validity
Establishing and implementing reliability and validity approaches are essential
within any research to legitimize the results as valid and reliable (Yin, 2009). Qualitative
dependability requires the researcher’s approach is consistent across different researchers
and different projects (Yin, 2011). Wise, et al., (2011) used open ended questions to

72
ensure dependability and validity. According to Neuman (2011), the researcher ensures
the consistency of procedures (e.g., Interview questions and the order of questions) when
conducting interviews. The overall goal of this process is to present findings that are
accurate, genuine and valid (Marshall & Rossman, 2011).
Reliability
Researchers should document the steps of events for dependability when dealing
with case studies (Yin, 2009) by eliminating transcript mistakes and ensuring coding
errors are at a minimum. I asked interview participants questions that sought answers
regarding workplace performance and personal experiences within the work environment.
Riiskjær et al., (2012) used open ended questions to allow participants to choose from an
unrestricted number of responses and allow participants to respond in detail. Recording
the interviews allowed me to focus on taking accurate notes. I transcribed all notes as
soon as practicable using participants background information such as the current
position, years of experience in management, and years of experience in the current
organization.
Data saturation entails bringing new participants into the study until data is
complete (Bowen, 2008). I obtained data saturation once enough information extended to
the point of diminishing returns by adding participants when necessary until data
replication occurs. When the collection of new data does not provide additional
information on the problem, then saturation is complete.
Validity
Marshall and Rossman (2011) noted the researcher should anticipate questions

73
about the credibility and trustworthiness of the findings. Poor sampling design decisions
may threaten these findings. To justify a sample, the researcher should understand the
formation of the potential population and its variability (Stake, 2010). Developing
trustworthiness and credibility is a key component to validity. Qualitative research based
on more than one method of data collection can enhance the study's importance
(Williams & Morrow, 2009). In ensuring the credibility of the study, I collected data
using a case study and interviews (Stake, 2010). Wise et al., (2011) verified the validity
of their study by using consistent questions and comparative case study design. I recorded
the interviews in their entirety and then transcribed all interviews verbatim (Marshall &
Rossman, 2011). Ensuring the information is correct by reviewing notes and respondent
validation for clarity will reduce mistakes and avoid errors (Williams & Morrow, 2009).
Case studies are identifiable for triangulated research strategy. Triangulation can
occur with data, investigators, theories, and even methodologies. Denzin (2011) noted
triangulation is a method used to determine the validity in studies and is a way of
confirming the validity of research results through the use of various research methods
and approaches. The benefits of triangulation include revealing specific findings,
increasing creating innovative ways of understanding the phenomenon, and providing a
clearer understanding of the problem. The four types of triangulation are data
triangulation, investigator triangulation, theory triangulation, and methodological
triangulation (Denzin, 2011). Theory triangulation employs a number of different theories
to explain the conclusions of the research.
Theory triangulation involves the use of multiple perspectives to comprehend a

74
single set of data (Denzin, 2011). This method entails using professionals outside of the
field of study. Methodological triangulation is a combination of any of these methods and
involves the use of multiple qualitative or quantitative methods to study the program
(Yin, 2009). Investigator triangulation uses multiple rather than individual observers to
record the same event. Investigator triangulation involves using different investigators in
the analysis process (Stake, 2010). I used methodological triangulation to examine the
archival data and transcripts from the interviews. This type of triangulation, where the
researchers use different resources is popular, and the easiest to implement (Denzin,
2011). In this study, methodological triangulation verified the validity of the study (Yin,
2011).
In qualitative research, a researcher may use member checks or respondent
validation. Respondent validation occurred during the period of data collection when I
received feedback from participants about the accuracy of the data given, as well as the
researcher's interpretation of that data (Williams & Morrow, 2009). The overall goal of
this process is to produce findings that are legitimate, authentic and valid (Williams &
Morrow, 2009). In this study, participants verified data through respondent validation.
Transition and Summary
Various organizational leaders encounter an uncertain market environment and
should continually improve their business performance to maintain competitive
advantage in this type of environment (Van De Voorde, Paauwe, & Van Veldhoven,
2010). A shift in thinking is the difference between random initiatives and a revolution
that could transform society. The research findings may provide additional

75
documentation on workplace performance and how it will continue to affect
organizations. The expected transformation of the economic environment, cutting across
borders, and advances in technology have created enormous pressure on organizational
leaders to manage workforces.
Oerlemans and Peeters (2010) found organizational leaders are encouraging
groups to interact on a daily basis because it is becoming beneficial to understand how
uniformity in organizations relates to pertinent work-outcomes. Findings from the study
by Ddau and McAllister (2010) indicated the inability to act collaboratively comes from a
fundamental resistance to change, both within and across organizational and professional
boundaries. Section three of the study centers on the techniques used to obtain data as
well as the methods used to verify the reliability and validity of the study.

76
Section 3: Application to Professional Practice and Implications for Change
In Section 3, I provide an analysis of information gathered from semistructured,
face-to-face interviews with a diverse group of 20 participants. The participants
comprised managers, floor employees, and clerical staff. The rationale for using a case
study was to maintain the holistic and relevant traits of real-life events such as
organizational processes (Yin, 2009).
After thoroughly reading the transcripts of the interviews, participants confirmed
their portions of the transcripts for validity before I proceeded to develop codes and
themes from the information as recommended by Yin (2011). The process involved
collecting data via 20 interviews, developing groups of data using codes, developing
themes from the coding process, evaluating the information, and developing conclusions.
I demonstrated linkage to the conceptual framework and literature review provided in
Section 1 of the study by discussing examples provided by the participants. Section 3
includes discoveries and thoughts relative to the application of the findings to
professional practice, suggestions for social change, recommendations for action and
further study, and reflections on the research experience.
Overview of Study
The purpose of this qualitative single case study was to determine what strategies
are necessary for organizational leaders to improve workplace performance. The research
design for this study included semistructured, face-to-face interviews and case study
using archival documents; a process recommended by Neuman (2011) guided the
interviews. Semistructured interviews are open and provide new ideas discussed during

77
the interview because of an interviewee's comments (Marshall & Rossman, 2011). A
private setting allowed participants a relaxed environment conducive to few interruptions.
In this study, participants verified data through respondent validation. The
interviews involved providing the participants with the interview plan, asking questions,
and closing the interview by thanking the participants and leaving the interview location.
Letters A through T replaced real names. The following was the overarching research
question in the study: What strategies are essential for organizational leaders to improve
workplace performance? Semistructured interviews of 20 respondents out of a total
population of 42 employees in a business located in Southwest Georgia were the source
of the data. The participants consisted of individuals with a minimum of 1 year of
employment with the organization.
Each participant signed a consent form and agreed to the interviews. Recording
interviews using a digital recorder ensured accurate data retention as well as detailed
knowledge of interview participants’ experiences. However, two of the participants asked
not to be audio recorded during their interviews, but allowed detailed field notes, and
they confirmed answers for clarification. Field notes enhanced all of the interviews. I
transcribed responses from the interviews and codes and themes created in accordance
with the methods advocated by Kerr (2010), and I synthesized my analysis and
conclusions. I evaluated my conclusions for prospective limitations and delimitations,
identified implications for social change, made recommendations for a follow-up study,
and revealed introspective growth perceptions from the experience. The information and
themes assembled from the interviews provided a basis for understanding how

78
organizational leaders might make decisions and develop strategies to adapt to the
changing economic environments. Word and Excel Software allowed me to organize the
large amounts of data and provide reliable data analysis (Hutchison et al., 2010). The
research and evaluation methods integrated the problem statement, purpose statement,
research question, and other elements of this study originally presented in Sections 1 and
2. Five themes emerged from the analysis of the data, and the recommendations involve
leadership strategies and communication strategies.
Presentation of the Findings
The presentation of findings (a) includes conclusions that address the research
question, (b) covers all the data, (c) is confined by the evidence accumulated, and (d)
relates the findings to a grander body of literature on the subject, including the conceptual
framework and literatures on efficient business practice. I established reliability by
documenting all steps and ensuring the procedures were consistent and accurate
throughout the study. The general goal of this process is to present findings that are
genuine and valid (Marshall & Rossman, 2011). Establishing validity required transcript
review and respondent validation.
In the study, the following was the central research question: What strategies are
essential for organizational leaders to improve workplace performance? The following
additional questions (five for management and five for employees) provided detailed
focus to the central question related to workplace performance strategies.
Specific interview questions for managers:
1. How do managers quantify performance in the organization?

79
2. What determines the achievement of performance requirements?
Questions 1 and 2 assisted me in determining what kind of system
organizational leaders' use for job performance.
3. How do you perceive the current training within the organization?
This question allowed me to observe the level of training provided to
supervisors/management to assist them in understanding how to manage
employees.
4. What materials or tools are available to enhance learning and performance?
This question allowed me to observe how leaders in the organization
encourage learning and team development.
5. What obstacles/barriers do you think hinder employees' performance levels in
the organization?
This question helped me to understand performance issues addressed by
leaders.
Specific interview questions for employees:
1. What is the working environment like in your organization?
This question allowed me to analyze the organization's environment for
employees.
2. How is performance determined in your organization?
This question assisted me with determining how management responds to
employees.
3. What tools/materials might help you with understanding performance

80
requirements?
This question allowed me to observe the level of understanding employees
have about their performance requirements.
4. What are some barriers that impede work performance in the organization?
This question helped me to understand performance issues addressed by
management.
5. What recruitment/promotion strategies exist in the organization?
This question allowed me to observe the existing strategies in the
organization.
Researchers use triangulation methods in order to check results. In this study, I
used methodological triangulation by combining interviews, archival data, and document
analysis. Using this method of triangulation decreased biases and validated the data. The
organization under study had six sister companies, and all employees could view human
resource information using the Internet. Internet archiving has become extremely popular.
I examined policy and procedure documents, benefits information, as well as the
organization's history. Reviewing policy and procedure documentation assisted me with
understanding the categorized decisions created to support administrative personnel
functions, employee relations, and performance management. The establishment of
policies can ameliorate an organization's ability to meet requirements for training, as well
as the management of employees. Reviewing the documents supported the emerging
theme of feedback sources in the organization.

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Codes began to develop after the review of preliminary archival data and
interviews (Yin, 2011). From the codes, keywords developed during the initial review of
the data and included selected codes to the analytical process after the first stage of
analysis. The coding of information supported the development of emergent groups of
similar data allowing for initial categorization of patterns (Neuman, 2011).
The findings were organized using color coding and clustering the data into major
themes. The results in this study addressed the central research question as well as factors
and motivators in relation to workplace performance. Midpoint of interviewing
Participant P, data saturation began and extended to the point of replication. I verified this
further through the data analysis process. The participants had the opportunity to review
the transcripts once completed. Through a process of repeated and prolonged data
analysis, I determined five prevalent themes from this study. The themes were (a)
workplace environment, (b) feedback sources in organizations, (c) management
relationships, (d) barriers in the workplace, and (e) recruitment/promotion strategies. The
themes that emerged are significant factors that influence workplace performance
strategies. The significance of exploring the effects of performance in the workplace may
assist organizational leaders with implementing strategies to increase productivity,
profitability and reduce turnover rates allowing leaders to sustain organizational and
economic development.
Theme 1: Workplace Environment
The first theme in this study was the supportive working environment.
Characterizing a supportive work environment is important, especially considering the

82
association of the industry in which an organization belongs. Fostering a positive,
supportive, encouraging working environment in which employee morale is high is
important to employee motivation. Beheshtifar and Nazarian (2013) noted employees
who do not feel connected exhibit dissatisfaction through withdrawal behaviors such as a
reduction in productivity, absenteeism, low employee morale, and high turnover rates.
Kavitha, Geetha, and Arunachalam (2011) conducted a study on employee
retention to examine the factors that influence turnover. Using a random sampling
method, a sample size of 102 employees provided research data. The results indicated
benefits, communication, job satisfaction, pay, and training influenced performance and
turnover rates. For example, an increase in employee turnover rates may have a negative
effect on employee motivation. When employees become dissatisfied with their job,
employee turnover increases (Galletta et al., 2011).
The administrator received a list of all questions. Employees provided data on the
work environment by addressing question 1. In the transcript excerpts, participants
received anonymity using an alphabet (e.g., Participant A) not representing any part of
the real name. The transcript excerpts supporting the findings on the workplace
environment are as follows: "Our environment is pleasant but can be hectic at times"
(Participant A). "We have a laid back work environment, but professional even though I
work behind the scenes with customers" (Participant B). "It is self-paced, and we work in
and out of the office" (Participant C). "It is always changing because it is customer
driven…can have good or bad days" (Participant D). "The work environment is
demanding and challenging… You do not know what to expect because we work in

83
sales" (Participant E). One participant agreed to the interview but appeared more agitated
than the other participants. Participant G noted, "I am leaving for another position, but it
has been uncomfortable here". Not all participants gave negative views as noted by
Participant H, who stated, "I enjoy it here, and it is a relaxed environment". Participant J
stated, "there are measurable standards met every month… well the environment is
stressful but pleasant" (Participant L).
The results in this study revealed that 90% of participants had a positive attitude
about the work environment. Participants were aware of the challenging work
environment and the required employee involvement with customers. Employee
involvement has optimistic outcomes for both employees and organizational leaders
because these practices motivate workers. Positive work environments lead employees to
utilize higher levels of effort in support of the goals and strategies of the organization
(Allen, Ericksen & Collins, 2013). More specifically, reinforced practices build
employees' decisions skills, and employees are more willing to contribute their skills on
behalf of the organization. A positive environment reduces emotional fatigue and job
related stress, both of which positively relate to turnover rates in organizations. As
employees feel that they have influence in the work setting, they are less likely to seek
alternative employment arrangements further reducing turnover (Allen, Ericksen &
Collins, 2013).

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Theme 2: Feedback Sources in the Organization
The second theme in the study was the feedback sources in the organization.
Managers provided data on the feedback sources by addressing Questions 1, 2, 3, and 4.
Employees addressed Questions 2 and 3.
Performance measurements. Organizations have sought ways to improve the
performance of workers, and scholars have developed and tested theories to predict
performance in work environments. There are differences among scholarly theories, but
the consensus is that leadership strategies are vital for improving the performance of
workers (Cailler, 2014).
According to Cailler (2014), effective leadership has a positive effect on
employees after proper feedback. The participants’ transcript excerpts regarding
performance measurements are as follows: "Our performance reflects from sales and
commission" (Participant A). "We have goals to meet, customer satisfaction, sales base
pay, and commission" (Participant B). "We have goals set every month…" (Participant
C).
All of the participants in this study were aware that performance measurements
were revenue based, and required employee involvement with customers as shown by the
following comments, "Performance relates to numbers, dollars, and bottom line"
(Participant D). "Meeting goals and generating contracts from customers", (Participant
E). "Performance relates to revenues and quality of work. Second, we look at how
employees work with staff and their writing qualities" (Participant F, manager).
Participant G noted her reason for skepticism about the organization was personal.

85
Participant G also commented that she had not seen any specific policies addressed other
goal requirements, and she did not know how they evaluate employees. "By goals and
numbers tracked weekly" (Participant H). "Everything relies on revenues and numbers,
but also customer complaints because we are a customer based organization" (Participant
I, manager).
A system that does not have adequate feedback mechanisms is out of control
(Smith, 2009). Conclusive evidence regarding the practice of performance measurement
exists with feedback mechanisms in place as further shown by the following responses,
"We have measurable standards and steps to achieve" (Participant J). "I guess reviewing
complaints or pulling our activities for the week" (Participant K). "By what I do"
(Participant L). "On numbers and work activities, we work in sales (ha ha)…"
(Participant M). "Oh well, it is based on sales and meeting goals" (Participant N). "We
only have goals" (Participant O). "We are self-paced, and we meet performance based on
how we meet goals around here" (Participant P). "Numbers are the game for any sales
environment" (Participant Q). "It is determined by goals" (Participant R). "Goals, goals
and goals… weekly" (Participant S). "There are goals we must meet" (Participant T).
Taylor (2014) asserted a number of empirical studies have shown instances where
the actual behavioral outcomes contradicted the desired behavioral outcomes of
performance management due to different desires of employees. Organizations consist of
numerous different individuals and groups who have different aspirations, goals, and
views. However, using elements such as incentives, positive feedback, and improved
decision making mechanisms may shape more positive behaviors and performance.

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Tools/materials/education. Van De Mieroop and Vrolix (2014) noted
organizational leaders are continually using the performance appraisal as a strategy tool
to improve competencies. Tools and resources are things individuals need to accomplish
a task. Employees cannot meet performance requirements without them. They can be
physical items such as access to technology or intangible things comparable to content
knowledge. Resources are the places individuals can go to for assistance, such as
financial resources, training, or other information.
The findings indicated 80% of participants believed having the resources to
perform the job increased performance. Additionally, 10% of participants believed that
having inadequate resources to perform the job makes employees dissatisfied.
Furthermore, 10% of participants believed that providing effective resources to do the job
can improve. Participants’ transcript excerpts are as follows: "There may be a need for
training to help understand the computer system or tie into other systems for each
other…" (Participant A). "We already have the tools but not everyone utilizes them"
(Participant H).
Decision making relates to routines and beliefs that allow the possibility of
satisfaction. Collier, Green, and Peirson (2011) asserted organizational leaders who train
employees are significantly more likely to survive than establishments that do no
training, and the structure of organizations are more likely to survive if leaders employ
individuals with more education. Participants gave different views on training and
performance as follows: "There are different levels of training, and the more experienced
employees may need less, but I would like to see more one-on-one training for newer

87
employees… smaller group training maybe" (Participant I, manager). "In the military,
training drove everything" (Participant J). "We need the handbook in place for everyone
because goals are not clear and we do not know who to go to" (Participant G). "Some
people do not know how to perform around others. All resources should be used to help"
(Participant R). "Everybody needs training from time to time" (Participant T). Training
and quality decisions affect the profitability of organizations. In addition, taking time to
develop career paths and learning opportunities within an organization will keep
employees engaged and ensure the next level of leadership is proactively developed
(Ross, 2012).
Theme 3: Management Relationships
The third theme identified by participants related to leadership. Managers
provided data by addressing question 3. Employees addressed question 2. Dezso & Ross
(2012) asserted the behavior and performance of employees were largely a function of
organizational leaders who determines the organization's strategic and organizational
decisions. Leaders are in an ideal position to detect and investigate effects in the
workplace that pose potential performance harming or performance enhancing challenges
for organizations. (Ruark, 2010). Information transmitted by leaders has a powerful
influence on employees’ interpretations of their work experiences (Yiwen, Lepine,
Buckman, & Feng, 2014). In fact, Mollick (2012) asserted leadership in organizations
had a large impact on the performance of employees.
Eighty percent of the participants in this study described the working environment
as demanding and challenging. Additionally, 10% of participants believed

88
disorganization is a contributing factor to stress. Participant E stated employees never
know what to expect because sales positions are revenue based. Participant G felt the lack
of communication between employers and employees create barriers. Ross (2012)
implied communication strategies should go beyond merely having a suggestion box, and
managers should explain how employees might meet their goals (Ross, 2012). The
individual themes were not reciprocally exclusive meaning some key words were in more
than one theme. The findings based on data from Participant G, indicate organizational
leaders can improve communications by sharing important information with employees
on a regular basis.
Theme 4: Barriers in the Workplace
When asked about barriers that may impede performance in the organization,
managers provided data by addressing question 5. Employees addressed question 4. The
transcript excerpts supporting the findings are as follows: "Nothing internal, just relying
on business to come in from customers" (Participant A). Participant B indicated, "Some
people are not aggressive in sales, which can cause numbers to go down". Hopp and Zenk
(2012) analyzed the emergence of work patterns and the influence of personal traits on
performance and individual gratification. The authors determined inferences into why
employees perform better than others is a measurable element managers should consider
regarding performance and barriers.
Five participants (D, E, G, L, and T) described key barriers within the
organization. Participant D asserted that she and two other employees approached the
same customer about a business opportunity because neither of them communicated with

89
the others. "There are too many irons burning around here" (Participant E). "There is no
HR person on this site, and the nearest one is at our sister company in Atlanta… we have
no promotion opportunities other than given other duties and meeting goals" (Participant
G). "We have some communication issues, and things are not explained well at times,
and they expect miracles" (Participant L). "I think our barriers are from outside sources
because we do not know who our next customer will be to make our goals" (Participant
T). Carraher (2011) noted that understanding retention strategies is important to decrease
barriers. All of the participants noted internal or external barriers existed within the
organization but none of them addressed retention strategies for the organization.
Theme 5: Recruitment/Promotion Strategies
Employees provided data by addressing question 5. Understanding employee
compensation was an important factor to the participants. The results revealed 100% of
participants knew about and understood the organization's compensation incentives. The
work hours are from 8:30 am to 5:00 pm with weekends off. Employees receive paid
holidays, a retirement program, and health benefits. However, there are no authentic
promotional advantages. Instead, employees maintain the same position but can earn
higher pay through sales. Transcript excerpts supporting the findings on
recruitment/promotion strategies are as follows: I do not see any advancement. We can
earn more money, but the position never changes" (Participant A). "We are offered pay
plus commission. The more you sell, the more you make" (Participant B). There is no set
limit on making money, and that is an incentive to make more" (Participant C).
In the study by Allen, Ericksen, and Collins (2013), the authors asserted leaders

90
depend on employees to achieve goals because employee knowledge and behaviors are
the essential inputs to a multitude of processes such as customer service, quality control,
and sales that drive the performance of any organization. However, not all organizations
offer proper incentives to retain employees. Participants provided data as follows: "This
company goes through a lot to vet employees, but employees perform only one job but
can have additional duties" (Participant D). There are no promotion opportunities other
than other duties and meeting goals" (Participant G). Everyone does not receive
promotions the same because we work in different divisions. Some work in sales and can
make more" (Participant H). "When I first came here, there was a 70% turnover in the
first 7 to 8 months, and there were no terminations. In a performance based organization,
those who perform higher receive acknowledgment. We work in advertising and compete
against radio and television so there is accountability to perform here. The findings in this
study indicate there might be differences in perspectives between employees and
management. Participant I stated, "I've been in this business for over 20 years, and this
organization has six sister companies in various locations that encourages growth and
offers great opportunities." Participant I is a manager in the organization.
Applications to Professional Practice
The study adds to the existing body of knowledge to develop strategies and
provide knowledge on how the findings are relevant to improving business practices,
which may contribute to the effectiveness of a knowledgeable and flexible workforce.
The Herzberg motivation hygiene theory or two-factor theory depicts variables that affect
job satisfaction or dissatisfaction, employee turnover, and retention rates. Factors that led

91
to employee dissatisfaction were work relationships, work conditions, and income
(Ashraf & Joarder, 2010).
Employee engagement is a key feature in high performance workplaces.
Employee participation, which includes collaborative decision making, has a positive
relationship with work attitudes and the engagement of employees (Brown et al., 2011).
The results revealed that 90% of participants had a positive attitude about the work
environment because they were aware of the challenging work environment, and allowed
to interact with customers using their judgment. All participants stated pay, effective
organization, and excellent communication with management improve workplace
performance. When employees are not satisfied with income or their role in the
organization, turnover rates increase (Nyberg, 2010). The lack of strategies that decrease
barriers, improve incentives, and improve workplace relationships between management
and employees might have a significant impact on organizations. It is important for
leaders to understand how to develop strategies for positive workplace performance.
Implications for Social Change
The suggestions for social change reflect the significance of Section 1 and
conclusions presented in Section 2. The qualitative case study may fill a gap in related
literature by providing additional perspectives into the strategic and operational decisions
of organizations. The results of the study support positive social change aspired at
expanding the understanding of behaviors that positively influence workplace
performance and therefore retaining an effective workforce.

92
Individuals associated with strategic advantages use different forms of motivation
to reduce ambiguities that constrain performance (Lechner, 2012). When individuals are
not familiar with changes, retorts such as apprehension and stress become a challenge for
organizational leaders. Leaders may receive positive insight and knowledge on reducing
workplace performance barriers.
Organizational leaders might understand employers' responsibility to establish an
environment that supports constant learning and enhancement of employees through
professional training and other environmental elements. The findings found in Theme 3
on management relationships and communication may further highlight the importance of
support for creating connections between management and employees that decrease stress
and negative behaviors. Considering people from all backgrounds as valued members is a
strategic element for any organization to survive (Dovidio, Saguy, & Gaertner, 2010).
The recommendations could support improved long term sustainability strategies
for leaders of organizations and communities. The significance of exploring the effects of
performance in the workplace may assist organizational leaders with developing
strategies to increase productivity, profitability and reduce barriers in the workplace.
Recommendations for Action
Leaders who develop workplace strategies may provide a positive assortment of
abilities, motivation, and opportunities to increase performance. Effective organizational
leaders understand that their principal objective is to enhance the performance of their
employees, but the lack of workplace strategies may have a negative impact on
organizations. Samnani, Salamon, and Singh (2014) indicated negative behaviors

93
increase negative actions that increase barriers and high retention rates. Negative actions
relate to conditions that are uncomfortable, distracting, or hazardous (James, McKechnie,
& Swanberg, 2011).
Workplace design can be an influential tool for supporting workplace
performance. For example, a building can positively affect the performance of employees
by providing a relaxed environment, as well as reducing safety and health risks. Moods
create the background for thought processes and behaviors (Samnani, Salamon, & Singh,
2014). The study participants provided perceptiveness into the difficulties and challenges
in the workplace. I recommend organizational leaders assist with implementing strategies
that improve communications between employees and managers. Improving employee
motivation may circulate to academic and professional conferences, organizations, and
academic research journals. Organizational leaders may use the study results to improve
workplace performance and decrease barriers and high retention rates.
The majority of the interview participants had a positive attitude about the work
environment. Organizational leaders should create a positive working environment
because it may increase employee productivity and decrease stress. In addition, allowing
a casual dress day may invite a relaxing environment.
In Theme 2, participants addressed issues about performance measures and
training. Participant T indicated everyone needs occasional training. Organizational
leaders might consider providing electronic learning, as well as formal training.
Providing the technology that allows employees to collaborate more effectively in person

94
and virtually using things such as teleconferences and other tools to communicate easily
may be profitable to leaders.
Based on the study findings in Theme 3 related to management relationships,
organizational leaders should consider improving communication that may improve work
processes, employee management relationships, and it may demonstrate management's
concerns and respect for employee contributions. In addition, providing outdoor areas for
breaks encourage employees to go outside to relieve stress, and encourage co-workers to
socialize.
In Theme 4, all participants noted internal or external barriers existed within the
organization. Motivating employees may establish a healthier working environment and
increase workflow. Leaders should contribute to the balance between work and non-work
life to produce improved outcomes at work. The health of employees can affect health
insurance costs, sick days, and productivity.
Based on the study findings in Theme 5, organizational leaders might consider
providing incentives that encourage motivation in the work environment as well as
outside of the workday. Incorporate awards and recognition that reinforce employee
engagement. Engaged employees are likely to be an organization's best source of new
ideas. I will provide the participants with a summary of the findings, distribute the
complete doctoral study to those interested, and publish in ProQuest. The study may
prove beneficial to leaders by sharing information or by prompting their intellect in areas
such as strategy decisions and innovation. The findings may also stimulate interest in
training programs to support heightened strategy formulations.

95
Recommendations for Further Study
There are common variables such as negative relationships with management,
poor benefits and pay, and lack of positive feedback that contribute to employee turnover
rates and retention strategies. Theme 3 principal study findings depicted leaders who train
employees are considerably likely to maintain a valuable workforce over organizations
that do not offer training. Training and other quality decisions affect the profitability of
organizations.
Yin (2011) implied an interview acquires minimal additional information after 20
interviews. I analyzed data from one organization in Southwest Georgia using a sample
size of 20 participants. Obtaining the experiences of participants from only one
organization might have limited the application of results. Another limitation related to
researching specific aspects of workplace performance rather than all components of
performance in the workplace.
Because the elements of workplace performance are broad, conducting further
studies on career decisions and career paths might provide leaders with ample resources
to decrease barriers and increase workplace performance. The recommendations in this
study might assist leaders' abilities to improve employee motivation, performance,
management relationships, and organizations profits. The goal of career decisions is to
advance the awareness of individual identify and to create enthusiasm for internal
emotional movement. Individuals seeking employment may use knowledge of their
career identity for all career related decisions. Although no one theory fully describes all
career behavior and antecedents, the benefit to career decisions is that employees gain

96
motivation and self-esteem working and interacting with other employees in a more
positive environment.
In addition, Participant I noted there are six sister companies located in other
regions. As organizations in the United States expand businesses globally, it is important
for organizational leaders to understand recruitment and retention strategies outside of the
United States. For example, Coca Cola's home office is located in Atlanta, Georgia.
However, their distribution centers are global. Feldman and Tyler (2012) explored the
relationship between fairness employees experience in procedures related to pay and
benefits, and if employees' adherence to workplace rules differs, based on procedures
enacted by organizations' voluntarily or mandated by law. The findings from the study
indicated employers responded more aggressively to mandated laws.
Reflections
The research process divulges significant information on the problem from
diverse perspectives. The data collection process allowed me to converse with open
ended questions with participants. The participants did not have any issues with
answering the questions and the participants seemed sincerely interested in the study
topic.
I adhered strictly to the interview protocol outlined in the research design by
attempting to make participants comfortable and asked the interview questions in a
conversational manner to develop a relaxed environment to elicit thoughtful responses
from the participants. The participants engaged in the interviews and appeared interested
in the study topic. Coding and interpretation of data was more complicated than

97
originally perceived, but consulting with another coder reinforced the suitability of
themes and added validity to study findings.
During the progression of the interviews, I comprehended the importance of
retention strategies. Participants addressed concerns about employee compensation,
communication, and the working environment. All of the participants felt improving in
these areas might decrease turnover and increase retention. Last, personal skills improved
in data collection, data analysis, and reporting of study findings.
Summary and Study Conclusions
The purpose of this qualitative single case study was to determine what strategies
are essential for organizational leaders to improve workplace performance. In this study, I
used the purposeful selection to explore the experiences of employees in an organization
located in Southwest Georgia. The findings revealed employee compensation,
communication, and a positive work environment were significant factors in the
workplace. The findings may be beneficial to organizational awareness and development
of strategies to improve employee relationships. Employee turnover is a significant
problem that negatively affects organizations' revenues as well as the entire economy
(McKeown, 2010). In Theme 2, all of the participants were aware that performance
measurements were revenue based. However, Homburg, Artz, and Wieseke (2012) noted
the relationship between performance measurement systems to performance might incite
negative implications. Each organizational leader should evaluate the needs and tailor
strategies to their respective organizations to gain the optimal approach for retaining
employees and decreasing barriers.

98
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Appendix A: Informed Consent Form
You are invited to take part in an interview for a research study. The researcher is
inviting participants with at least one year of work experience who are knowledgeable
about workplace performance to be a participant in the study. This form is part of a
process called “informed consent” to allow you to understand this study before deciding
to take part. This study is being conducted by a researcher named Francine W.
Richardson, a doctoral student at Walden University.
Background Information:
The topic of the study is Enhancing Strategies to Improve Workplace Performance. The
purpose of the study is to collect data that will aid the researcher in obtaining information
on the research question, "what strategies are essential for organizational leaders to
improve workplace performance."
Procedures:
If you agree to be in this study, you will be asked to:
• Answer questions in regards to workplace performance strategies and policies.
• This is a one-time audio recorded interview that will take approximately 20 - 30
minutes.
Here are some sample questions:
What is the working environment like in your organization?
What promotion/recruitment strategies exist in the organization?
Voluntary Nature of the Study:

125
This study is voluntary. Everyone will respect your decision of whether or not you
choose to be in the study. If you decide to join the study now, you can still change your
mind during or after the study. You may stop at any time.
Risks and Benefits of Being in the Study:
Being in this study would not pose risk to your safety or wellbeing. Potential benefits
include learning about motivational tools that assist organizations to train and educate
employees on workplace performance.
Payment:
No gifts or payments are being offered for participation in this study.
Privacy:
Any information you provide will be kept confidential. The researcher will not use your
personal information for any purposes outside of this research project. Also, the
researcher will not include your name or anything else that could identify you in the
study reports. Data will be kept secure by locked box a researcher’s residence. Data will
be kept for a period of at least 5 years, as required by the university.
Contacts and Questions:
You may ask any questions you have now. Or if you have questions later, you
may contact the researcher via email at [e-mail]. If you want to talk privately
about your rights as a participant, you can call Dr. Leilani Endicott. She is the Walden
University representative who can discuss this with you. Her phone number is 1-800-925-
3368, extension 3121210. The researcher will give you a copy of this form to keep.
Statement of Consent:

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I have read the above information, and I feel I understand the study well enough to make
a decision about my involvement. By signing below, I understand that I am agreeing to
the terms described above.
________________________________________________________________________
Printed Name of Participant
Date of consent
Participant’s Signature
Researcher’s Signature

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Appendix B: Certificate of Completion
Certificate of Completion
The National Institutes of Health (NIH) Office of Extramural Research
certifies that Francine Richardson successfully completed the NIH Web-
based training course “Protecting Human Research Participants”.
Date of completion: 03/23/2013
Certification Number: 1149303

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Curriculum Vitae
F R A N C I N E W . R I C H A R D S O N
EXPERIENCE
2009 - Present Marine Corps Logistic Base Albany, Georgia
Contract Specialist
Negotiate with suppliers for procurement contracts.
Approves, administers, or rejects deviations from contract specifications.
Evaluates/monitors contract performance
Analyze price proposals and other data.
1991 - 2009 City of Albany Planning & Dev. ServicesAlbany, Georgia
Planner I
Prepared land use data and statistics.
Researched, compiled, and analyzed zoning studies and special projects.
Performed site inspections for permits.
Served as liaison between Planning Department and other departments, and government
agencies.
EDUCATION
2010 – Present Walden University Minneapolis, MN
Doctorate in Business Administration
2009 Albany State University Albany, Georgia
Master’s in Public Administration
2006 Albany State University Albany, Georgia
Bachelor’s in Business Management